Business Report 2014

Transcription

2014
BUSINESS REPORT
on Sustainable Development
of the Swiss Youth Hostels
Contents
02Contents
03Foreword
04 Key figures
07Portrait
13 Target achievement in 2014
21 Our guests
27 Our employees
31 Our relationship with the environment
35 Our commercial viability
41 Structure and corporate governance
47 Financial reporting
55 Auditors’ report
57 Outlook and priorities for 2015
Index
wellnessHostel4000 Saas-Fee: Cover, pages 12, 20, 30, 34, 56
Gstaad Saanenland Youth Hostel: Pages 6, 26, 40, 46
For the sake of readability, the masculine form will be used
throughout the business report on the sustainable develop
ment of Swiss Youth Hostels. Wherever appropriate, use of the
feminine form is of course implicit.
Unless otherwise specified, the published data and fig
ures relate to the 46 lend/lease hostels (excluding franchises)
operated independently by the Swiss Youth Hostel Association.
Imprint
Editorial team: Fredi Gmür, René Dobler, Janine Bunte,
Oliver Kerstholt, René Levy
Layout: Stern-Design, Zurich and Manuel Bassi, SYH
Printing: PROWEMA GmbH, Pfäffikon
Photography: Mischa Scherrer, Zurich
Translation: USG Übersetzungs-Service AG, Ittigen
Paper: Offset Euroset matt, SK 3, 100 g/m2 (FSC certified)
Circulation: 4,500 German, 400 French, 600 English
Publisher: Swiss Youth Hostels | Schaffhauserstr. 14 | P.O. Box |
8042 Zurich | Phone +41 (0)44 360 14 31 |
Fax +41 (0)44 360 14 25 | geschaeftsleitung@youthhostel.ch |
www.youthhostel.ch
FOREWORD
On the evening of 28 April 1924 in the halls of Zurich’s «Mädchen
klub Gartenhof», representatives from a number of Swiss youth
organisations, including «Abstinenten Jugend», «Pro Juventute»
and «Wandervögel», spent an evening together in an occasion that
marked the founding of the Zurich Youth Hostel Establishment
Co-operative. Today, over 90 years later, the Swiss Youth Hostels
Association counts 95,042 loyal members, 579 members of staff,
46 independently operated hostels, and 7 franchises.
In the year under review, we celebrated our 90th anniversary. Here,
a deliberate choice was made to not undertake festivities on a
large scale. More so, the emphasis was to reflect the times in which
we live and to turn our full attention to the task of investing in the
future. Four years after project conception, the new Gstaad Saanen
Youth Hostel – a modern interpretation of the classic Saanenland
chalet – opened its doors to the public. In the glacier village of
Saas-Fee, the new wellnessHostel4000 and Aqua Allalin was built as
the world's first hostel with its own wellness and fitness facilities.
After five months of renovations and remodelling, Avenches Youth
Hostel is gleaming fresh, while the wheelchair pavilion is a great
attraction for guests with impairments as well as a welcome ad
dition to capacity. Alterations to the entrance area as well as the
living and dining rooms of the Stein am Rhein Youth Hostel, which
were completed during the months of winter closing, also included
the addition of a barrier-free lift and double room.
We are well equipped for the future; from 2012–2014, approximate
ly CHF 38.4 million were invested in maintenance, replacement,
renovations and new buildings. Alongside other achievements, we
gained a foothold in the greatly desirable A location of Saas-Fee,
which has been in our sights since the beginning of the new mil
lennium. Unfortunately, the close of 2014 also marked the loss of
one important A location with the ending of the collaboration with
Association Genevoise Auberges de Jeunesse.
2 / 3
Hostels» by Katharina Deuber & Paul Rigert and the special travel
supplement «Swiss Youth Hostels. Hospitality with a difference»
by the Neue Zürcher Zeitung. Meanwhile, our employees could cel
ebrate our 90th anniversary in a most special way: In place of deal
ing with future strategic and operational challenges at the Autumn
Conference in Florence, the order of the day was culture, cuisine
and «dolce far niente».
While not short of surprises and challenges, 2014 was crowned by
success. Compared to the previous year, revenue rose by 6.5% to
CHF 47.37 million, while overnight stays increased by 0.8%. Our li
quidity ratio III lies at a most pleasing 149%.
Shortly before the close of the year, we were honoured to re
ceive the Milestone. Tourism Prize Switzerland for the wellnessHostel4000 and Aqua Allalin in Saas-Fee, while the new year her
alded a Watt d’Or award for both Gstaad Saanen Youth Hostel and
wellnessHostel4000. The decision by the Swiss National Bank to lift
the minimum exchange rate against the euro has represented a
quick return to a more challenging reality. A profound assessment
of the impacts will only be possible in the coming months after
markets have stabilised and the new currency ratio – and with this
the price competitiveness – becomes apparent in the major mar
kets of our guests. We responded quickly to the new market situa
tion and implemented measures to minimise risk.
We are also intensively involved with the task of renewing our over
arching strategic management body, the Executive Board. Through
the right choice of future board members, we hope to ensure the
sustainable and ongoing development of our organisation.
A great deal was achieved over the course of the year, and chal
lenges have been mastered with bravado. Here, we would like to
say a hearty thank you to our employees, the honorary members of
the Executive Board, and to all of our partners!
Two historic documents have arisen from the occasion of our
anniversary, namely the documentary «90 years of Swiss Youth
Stephan Kurmann
President SYH
s.kurmann@youthhostel.ch
Fredi Gmür
CEO SYH
f.gmuer@youthhostel.ch
René Dobler
CEO SFST
r.dobler@youthhostel.ch
Janine Bunte
CFO SYH/SFST
j.bunte@youthhostel.ch
KEY FIGURES
Our range of services
Number of hostels
Number of beds
Anzahl Betten
80
8,000
70
7,000
60
6,000
50
5,000
40
4,000
30
3’000
20
2,000
1,000
10
0
0
1992
1)
1996
2)
2000
Total
3)
2004
2008
2012 2014
19921)
Franchise hostels
Own hostels
1996 2)
2004
20003)
2008
2012 2014
Franchise hostels
Own hostels
Total
Our guests and members
Members
Overnight stays
Logiernächte
120,000
1,000,000
100,000
95 042
800,000
80,000
600,000
60,000
400,000
44572
40,000
200,000
20,000
174 984
150 000
5799
0
je 2000
1992
1)
1996
2000
2)
Total
Seniors
3)
2004
Juniors
2008
Families
0
2012 2014
je 2000
1992
Groups
1)
1996
Total
2)
2000
3)
2004
2008
2012 2014
Franchise hostels
Own hostels
Our employees
Full-time posts
Number of employees
300
600
500
250
400
200
300
150
200
100
100
50
0
40
30
0
1992 1)
1996 2)
2000 3)
2004
1992 1)
2012 2014
Office
Hostels
Total
2008
1996 2)
Total
2000 3)
Hostels
2004
2008
2012 2014
Office
Fluctuation rate
40%
30%
20%
The relevant tables are listed at the end of the
respective chapters.
10%
0%
1992 1)
1996 2)
Fluctuation rate
10
2000 3)
2004
2008
2012 2014
4)
1)
2)
3)
First fiscal year following the merger of 14 independent districts
Start of reorganisation
Start of implementation of strategic planning
Before allocations and write-offs
4 / 5
Our relationship with the environment
Water consumption
Electricity consumption
200
6 kWh
150
100
3 kWh
50
0 kWh
0
1992 1)
2000 3)
1996 2)
2004
2008
1992 1)
2012 2014
2000 3)
1996 2)
2004
2008
2012
2014
Water consumption per overnight stay (litres)
Power consumption per overnight stay (kWh)
Reduction in CO2 loading
40
spezifische CO2-Fracht
(t/Bezugsgrösse)
35
30
25
20
15
10
5
0
2000
2004
2008
Specific CO2 -loading
2012
Target course 2000–2012
2016
2020
Target course 2013–2020
Our commercial viability
Operating revenue
Cash flow
12,000,000
50,000,000
10,000,000
40,000,000
9
8,000,000
30,000,000
6,000,000
20,000,000
4,000,000
10,000,000
2,000,000
0
0
1992 1)
1996 2)
Total
2000 3)
Accomodation
2004
2008
Food & Beverage
2012 2014
1992 1)
Members
2000 3)
1996 2)
Cash flow
2004
2008
2012 2014
4)
Value added
Productivity
30,000,000
200,000
150,000
175000
25,000,000
162500
155000152500
150000
20,000,000
15,000,000
10,000,000
100,000
5,000,000
0
50,000
1992 1)
1996 2)
2000 3)
Productivity per employee
2004
2008
2012 2014
–5,000,000
19921)
Total
19962)
2000 3)
Public sector
2004
2008
Employees
2012 2014
Organisation
PORTRAIT
6 / 7
We strive
– to promote quality-oriented, socially
responsible and environmentally
sound tourism for young people and
families,
– to focus on human relations,
– to live up to the idea of partneroriented thinking at all levels,
– to strengthen our image and standing
as the most important tourist organi
sation for young people and families,
– to achieve appropriate business
results in order to ensure the ongoing
existence of our organisation.
PORTRAIT
Promoting responsible and sustainable behaviour is an important
objective for Swiss Youth Hostels. Accordingly, already in 1994 our
mission statement laid the foundations for a balanced approach
regarding our economic, social and ecological activities.
Our highest objective is the maintenance of inexpensive ser
vices. Nevertheless, we want to meet rising quality requirements.
We wish to offer our guests a demand-conscious, innovative pro
gramme of services that is attractive and provides genuine alter
natives to other forms of accommodation. In other words: to cul
tivate simplicity. We attach particular importance to transparent
structures, personal management of our hostels, and a pleasant
atmosphere. The Swiss Youth Hostels are a politically and denomi
nationally neutral non-profit organisation, and as such are active
in all parts of Switzerland and in the Principality of Liechtenstein.
The Swiss Youth Hostels are represented by three independent
partner organisations:
–The Swiss Youth Hostels Association is responsible for the op
eration of the youth hostels in Switzerland and the Principality of
Liechtenstein;
–The Swiss Foundation for Social Tourism is the proprietor of 28
youth hostels in Switzerland;
–The Foundation for Youth Hostels in Switzerland provides fi
nancial support in the form of long-term loans for purchasing land
and for building, modifying, repairing and furnishing youth hostels.
A consolidated financial statement for the Swiss Youth Hos
tels Association, the Swiss Foundation for Social Tourism and the
Foundation for Youth Hostels in Switzerland has been compiled for
2014. From 15.06.15, the consolidated financial statement will be
available from the following address:
Swiss Youth Hostels, Management, Schaffhauserstrasse 14, P.O.
Box, 8042 Zurich, Phone +41 (0)44 360 14 31,
Email: geschaeftsleitung@youthhostel.ch
Network strategy
B locations1) Destinations with high demand from Switzerland
and the neighbouring euro region.
Avenches | Baden | *Bellinzona | Brienz | Brugg | Dachsen-Rhine Falls |
*
Engelberg | *Fiesch | Figino | Fribourg | Klosters | Kreuzlingen |
Locarno | *Lugano | Pontresina | Schaffhausen | Scuol | Sion | Solo
thurn | St. Gallen | Valbella
C locations1) Other locations that complement a diverse range of
offers and with good coverage of the national network, or youth
hostels with historical significance
Beinwil am See | Le Bémont | Château-d’Oex | Delémont | Fällanden |
*
Gersau | Leissigen | Mariastein-Rotberg | Rapperswil-Jona | Rich
terswil | *Romanshorn | Seelisberg | Sils i.D. | Sta. Maria | Stein am
Rhein | Zofingen | Zug (*= Franchise hostels), (1) As at April 2015)
The network strategy pursued by Swiss Youth Hostels aims at the
establishment and maintenance of a comprehensive network in
attractive tourist areas and destinations in Switzerland and the
Principality of Liechtenstein.
The network is divided up into A, B and C locations. These are
not defined by the youth hostels themselves but rather by the des
tinations in which the hostels operate, in line with their range of
services and their marketing attractiveness.
A locations1) Internationally well known tourist centres
Basel | Bern | Davos | Grindelwald | Interlaken | Lausanne | Lucerne |
Montreux | Gstaad Saanenland | Saas-Fee | Schaan-Vaduz |
St. Moritz | Zermatt | Zurich
Network of Swiss Youth Hostels
Schaffhausen
Dachsen
Kreuzlingen
Stein am
Rhein
Basel
Baden
Delémont
Le Bémont
Zofingen
Solothurn
Zurich
Beinwil
am See
Zug
Lucerne
Avenches
Lausanne
Châteaud’Oex
RapperswilJona
SchaanVaduz
Richterswil
Gersau
Seelisberg
Bern
Interlaken
Fribourg
Romanshorn
St.Gallen
Fällanden
Brugg
Mariastein
Engelberg
Brienz
Sils i.D.
Leissigen Grindelwald
Pontresina
St. Moritz
Gstaad Saanenland
Montreux
Fiesch
Bellinzona
Sion
Saas-Fee
As at April 2015
Scuol
Klosters
Davos
Sta. Maria
Valbella
Locarno
Lugano
Zermatt
Figino
PORTRAIT
Sustainability strategy
The Swiss Youth Hostels are committed to sustainability. Sustainability is an integral part of our organisation philosophy when deal
ing with stakeholder groups, designing our products and ensuring
environmental protection.
We believe that sustainability means taking into account not
only social and ethical issues, but also the sensible use of resources.
Economy
– Although we are a non-profit organisation, the services offered
by the youth hostels are designed in such a way that sufficient
revenue remains to provide continuity for employees and further
development potential for the organisation.
Ecology
– For all activities of Swiss Youth Hostels – be they new construc
tions or renovation work, the renewal of the vehicle fleet, the de
termination of sourcing partners, the conception of IT support,
etc. – the subsequent energy consumption and any resulting
emissions are fundamentally important indicators.
– We attach great importance to both following and setting princi
ples of sustainability – also along the value-creation chain.
8 / 9
Social aspects
– Prices are set in such a way that services remain affordable
whilst nevertheless guaranteeing good quality and fair wages.
– Obstacle-free products and services are an important objective,
so that all people are able to visit a youth hostel.
– For structural measures, attention is paid not only to the energy
consumption, comfort and environmental compatibility of the
applied materials, but also centrally to the potentially diverse
consequences for local residents.
– Raising guests’ awareness of sustainability and its many facets
is a potential and not unwanted side-effect of a stay at a hostel.
– Humans should be in the focus of publications on the subject
of sustainability, even though many other elements – technical,
procedural and organisational – also play an important role.
The Swiss Youth Hostels aim to contribute towards achieving, in a
lasting way and within their own sphere, the objectives of sustain
able development in accordance with the Federal Constitution and
as expressed at the Earth Summit held in Rio de Janeiro in 1992.
At the same time, we are aware that the goals of sustainable
development cannot be achieved overnight. All decisions are har
monised with the goals of sustainable development and examined
with respect to their long-term practicality.
In attaining our objectives, we expect to lead by example and
motivate others throughout the tourism sector.
PORTRAIT
Organisational values
The Executive Board of Swiss Youth Hostels has defined our organ
isational values as a basis for strategic planning:
Equity capital
The equity financing ratio should be at least 40%.
Surplus appropriation
No surplus payments should be made to members.
Coverage/locations/network
A focus on centres for tourism in Switzerland and the Principality
of Liechtenstein.
Investment activity
Net profits must be reinvested.
Ownership
Hostels in locations of touristic relevance, which should be oper
ated on their own account. Franchisees are to complement the
network without creating competition situations.
Investment risk
The Swiss Youth Hostels Association must be able to carry the in
vestments of the Swiss Foundation for Social Tourism. Full cost
coverage must be ensured in the long term.
Innovativeness
Orientation towards exemplary services in our sector; moreover,
demand trends among young people and families in our core busi
ness of accommodation and food are to be quickly absorbed.
Revenue growth
Sector growth.
Relationship with decision-makers
Optimal lobbying towards the achievement of our ideational objec
tives.
Pricing
Bed price for multi-bed rooms: comparable to the price level of lo
cal competitors. Bed price for two-bed rooms: making full use of
local opportunities.
Offer
Predominantly multi-bed rooms.
Market performance quality
Better multi-bed rooms than competitors, at least meeting the re
quirements of the construction guidelines from the Swiss Founda
tion for Social Tourism.
Achievement of social objectives
In accordance with the mission statement of Swiss Youth Hostels
and the mission of Hostelling International.
Consideration of employees’ interests
Social behaviour towards employees, and consideration of em
ployee interests as far as is reasonable for the overall organisation.
Management style
Predominantly cooperative, on the basis of target agreement and
qualification processes.
PORTRAIT
Distinctions & awards
10 / 11
2014 Milestone. Swiss Tourism Award | wellnessHostel4000 and Aqua Allalin Saas-Fee 2nd place in the
category of «Outstanding Projects»
2013
Good Buildings Award 2013 by the cantons of Basel Stadt and Basel Land |
Basel Youth Hostel
2013
HI-5ives! Awards | Interlaken Youth Hostel «Best Hostel 2013»
2013
HI-5ives! Awards | Interlaken Youth Hostel «Most Comfortable Hostel 2013»
2012
Holzhandwerk 2012 (for woodworking) | Special recognition for the renovation and
expansion of the hostel in St. Moritz
The 50 best annual reports in Switzerland | Winner in the NPO category
2012
2011
zkb
nachhaltigkeitspreis kmu
ZKB Sustainability Award for SMEs | Distinction for outstanding contribution
in the field of sustainable development
2011
Swiss Solar Prize | Award in category A «Personalities/Institutions» for comprehensive
environmental management and a pioneering role in environmentally compatible tourism
2010
Award Marketing + Architecture | Distinction for Scuol Youth Hostel, overall winner
2010
Award Marketing + Architecture | Distinction for Scuol Youth Hostel,
special «Green Technology» award
2010
Award Marketing + Architecture | Distinction for Scuol Youth Hostel,
category winner «Hotels, Restaurants»
2010
myclimate Award 2010 | Distinction for best integration of CO2 compensation
2008
Hans E. Moppert Prize | Distinction for Scuol Youth Hostel for sustainable tourism in the Alps
2008
ICOMOS Award | Distinction for Zurich Youth Hostel for a gracious renovation of a
building from the 1960s
2007
Milestone Swiss Tourism Award | Tourism award for sustainability strategy
1999
Event Master Award Switzerland | Winner in the «Public Events» category
TARGET
ACHIEVEMENT
IN 2014
12 / 13
Our central aim is the maintenance of
value-for-money services. Alongside,
we also strive to respond to increasing quality requirements. We wish to
offer a demand-conscious, innovative
programme of services for our guests
– a programme that is attractive and
offers genuine alternatives when
compared to other forms of accom
modation. In other words: to cultivate
simplicity. We attach particular impor
tance to transparent structures, per
sonal management of our hostels, and
a pleasant atmosphere.
TARGET ACHIEVEMENT IN 2014
Measures
Target value
Target
achievement
Evaluation
Need for action
Indicators for our range
of services
Quality assurance and
quality improvement
Ensure defined standards regarding quality,
safety and the environment


No
Switzerland Tourism and
HI-Q quality seals
Recertification


No
ibex fairstay label
EU Ecolabel
Recertification


No
ibex fairstay label
EU Ecolabel
Hostels in general
Certification
At least one visit per opening month by
departmental management
At least one quality audit per hostel/
season
All hostels in Switzerland are recertified
Level 1 by Switzerland Tourism and
HI-Q; key hostels and offices are
recertified Level 2
Recertifications should be planned early
and introduced according to schedule.
On recertification, establishments
should achieve at least the same number
of points
Interlaken Youth Hostel is certified


No
Handovers/takeovers of hostels take
place according to checklist and are
documented in writing
Implementation in pilot establishments
Regular inspection by hostel managers
Regular monitoring and compliance to
the concept of «operational
maintenance»
Completion before season start
Building application
Management to take over existing opera
tions or those of replacement locations/
replacement hostel
Start of operations
Start of operations
Completion before season start
Increase of available barrier-free beds
from 25% to 28%
Certification for the «Access for All»
website
Organisation of awareness courses for
employees
Integration with youth hostel services;
assessment of additional locations
Increase of e-commerce revenue to 25%
of total revenue
FIT- and TO revenue of CHF 250,000 per
distribution partner/country


No






Yes
No
No






No
Yes
Yes








No
No
No
Yes


Yes


No


Yes


Yes


Yes


Yes




Yes
Yes


Yes


Yes




Yes
No
Safeguard hostel handovers/takeovers
Hostels in general
Hostels in general
Operational maintenance
Age group-specific range of offers for games
Increase safety in playgrounds
Zero tolerance for defective articles and dirt/
graffiti
Avenches
Bern
Geneva
Remodelling of youth hostel
Total renovation of youth hostel
Self-managed youth hostel
Gstaad Saanenland
Saas-Fee
Stein am Rhein
Barrier-free youth hostels
Replacement building for the youth hostel
New youth hostel building with Aqua Allalin
Remodelling of youth hostel
Expansion of services for people with impair
ments
Accessibility on the website
Increase in services for people with disabilities
3a restaurant bar lounge
Expansion of range of services
Revenue and channel
manager
Distribution channels
Active bed management with optimal distribu
tion in available channels
Intensification of cooperation with sales
partners in India, Brazil and China
Intensification of cooperation with HI and
national associations
E-marketing
Development of new marketable products
Appraisal and customisation of SYH-website
E-marketing
Apps for smartphones and tablets
E-marketing
Active utilisation of social media channels
E-marketing
E-marketing
Promotion of interactions on social media
Off-/online sales of full SYH range of
services via www.hihostels.com and
national distribution channels
Profitable sales at full cost calculation
Content should be up to date and
guest-oriented
Conception and implementation are
completed
Design and evaluation completed;
findings are being implemented
Ongoing new entries
Optimisation of the newsletter: 60,000
newsletters ordered; opening rate of at
least 20%
31%
21.9%
India
CHF
256‚917,
Brasil
CHF 0,
China CHF 0
64‚277
Food & Beverage
Food & Beverage
Food & Beverage
Hygiene
Target value
Ensuring and maintaining the defined quality,
safety and environmental standards in the areas
of reception, information, housekeeping, cuisine,
hygiene, administration, treasury, reservation
management and standard maintenance
Quality assurance through purchasing from
contractual suppliers
Recipe database, including calculations
Optimise buffet presentation
At least one hostel visit by division
management per operating month; at
least one quality audit per establish
ment/season


No
100% purchasing from defined
suppliers
Preparation, training, implementation
Minimum standards are defined and
implemented
No objections during monitoring


No




Yes
No


No


No


Yes


Yes


Yes


Yes




No
No


Yes

Yes

Yes

Yes
Hygiene
Consistent implementation and updating of the
hygiene concept
Implementation of hygiene training
Non-food
Uniform tableware and cutlery
Guest feedback
Integration with external guest review systems
Guest feedback
Guest reviews to be visible at all times on the
intranet and on booking platforms
Evaluation of guest reviews and implemention
of findings
Complaints are resolved within 48 hours
Handling of complaints at establishment and
department level, in consultation with depart
ment heads/management
Maintain guest satisfaction at a high level
Guest feedback
Guest feedback
Guest feedback
Satisfaction
Need for action
Measures
Evaluation
quality improvement
14 / 15
Target
achievement
Indicators for our guests
and members
All professional employees are to
receive intensive training; at least one
hygiene training per season at
establishment level
Definition of a SYH line: New/replace
ment purchasing according to definition
Design, evaluation and integration
completed; ongoing monitoring
Open and transparent customer
information
Daily evaluation; passing-on of subse
quent measures at the appropriate level
Response time 48 hours
Direct superiors are 100% integrated
into complaints management
Satisfaction level of at least 80%
80
Overnight stays
Membership base
Maintaining overnight stays at minimum of 2013 804,000 overnight stays at company
budget level, taking into account operational and level
construction-related changes
Maintain membership number
At least 100,000 members

784‚132

95‚042
Membership revenue
in CHF
Increase membership revenue
At least CHF 3,000,000
(Year and day memberships;
minimise free memberships)

CHF
2.96
million
Wage system
Target agreements,
qualifications,
development plan
Basic and advanced
training
Occupational safety
and health promotion
Occupational safety
Monitoring of holidays
and days off
Social counselling
Retirement planning
Persons performing
civil service
Persons performing
civil service
Satisfaction
Fluctuation rate
Employee/employer
relationship
Target value
Evaluation
Work and family
Measures
Target
achievement
Introduction
Need for action
Indicators for our
employees
Introduce every employee at the
appropriate level
Create and maintain a working environment
that enables employees to satisfactorily
combine work and family
Pay wages that are customary for the sector;
our minimum wages must not fall below the
L-GAV definition
Carry out target agreement, performance
appraisal and individual development plan
with each employee
Manage active advanced training at the
appropriate level
Introduction programme at the
appropriate level
Flexibility in the workload without
negative impact on the working quality/
climate
Comparative figures for the sector; L-GAV


No


No


No
Target agreement, performance
appraisal, development plan for every
employee
Participate in at least two basic/
advanced training courses (internal
and/or external)
Reduction of 10% in days lost due to
accidents or illness
Integration into organisational structure


Yes


Yes


No


Yes
Consistent documentation


Yes
Appropriate use of the MOVIS social
counselling centre


No


No
Ensure the defined level of work safety and
undertake active promotion of health
SYH Safety Officer
Management of holidays/days off for all
employees, to be monitored by the direct superior
Make all employees aware of the services
and contact partners in the external social
counselling centre
The financial position of the retirement pension
foundation should secure the pensions of the
employees
Utilisation planning for persons performing
civil service in accordance with requirement
specifications
Appropriate utilisation through systematic
planning for the 20 civil service positions
Maintain a positive working environment at
all levels through active influence
Provide active support for employees and
influence work climate in positive manner
Actively promote constructive cooperation
between the employees’ commission (MAK)
and the management/board
Coverage ratio of over 105%
22.4%
103.04%
Requirement specification


No
Quota utilisation


No


No

Yes

No
Satisfaction level of at least 90 at
company level
Maximal fluctuation of 10% at
company level
Quarterly consultations
96

9.8%

quality improvement
Work approach,
procurement
Real estate
Safeguard the defined environmental standards
At least one hostel visit by division
management per month open; at least
one quality audit per establishment/
season
Ecological aspects will be given consideration in Work and procurement proceeds
daily work and in procurement of contracts
according to ecological principles
Ecologically optimised buildings
Opening of two additional Minergie
buildings
Space heating, CO2 loading Reduction of CO2 loading compared with 2000
At least 40%
Need for action
Target value
Evaluation
Measures
16 / 17
Target
achievement
Indicators for our relationship
with the environment


No


No


No


No

Yes

Yes

No




No
No


No


No




No
Yes


Yes
Gstaad
Saanenland,
Saas-Fee
54.9%
Electricity consumption
Water consumption
CO2 compensation
Limiting of energy consumption per
overnight stay
Limiting of water consumption per
overnight stay
Active sale of CO2 compensation
Maximum 5 kWh

4.8kWh
Maximum 130 l

147 l
55% of guests compensate

59%
Products and materials
Waste and disposal
Environmentally sound purchase
Review and develop waste and disposal concept
Non-food
Bundling of suppliers
Hygiene
Use of ecological products in cleaning activities
Mobility
Product design
Implementation of mobility concept
Environmental aspects are incorporated into
product design
Environmental commitment on the part of SYH is Reporting
an integral aspect of communication measures
Communications
Defined standards are met
Concept is reviewed and findings are
implemented
Take delivery of as many products as
possible from the same supplier
PurEco products (or equivalent) are
required products
1–3 sub-projects have been launched
Products
Market development
Market development
Systematic cultivation of regular guests
Increase Swiss share (FITs, groups and schools)
against 2013
Retain share of regular guests
Increase FITs by 1% Increase groups/
schools by 2%
Market development
Increase euro region share against 2013 (FITs,
groups and schools)
Opening up new markets
Increase by 5%
Market development
Regional partnerships
National commitment
International cooperation
Contract administration,
partnerships
Planning
Planning
Pricing
Properties
Costs/benefits
management at
Zurich office
Operating revenue
in CHF
Maintain close cooperation with regional
partners/service providers
Active cooperation with Parahotellerie
Switzerland, Swiss Hotel Association,
working groups and advisory boards
Fulfilment of leadership function
Promotion of bilateral cooperation with national
associations
Check all ongoing contracts and partnerships/
collaborations
Compile detailed planning for 2015 and general
planning for 2016
Preparation of a three-year budget
Integration of dynamic price system in the rev
enue and channel manager
Ensure preservation of value of properties
through optimal maintenance
Each interaction is reviewed for effectiveness,
efficiency (cost and personnel resources) and
corrective measures are initiated
Increase revenue

Need for action
Target value
Evaluation
Measures
Target
achievement
Indicators for our economic
viability



Yes
No


Yes


Yes
Functioning partnerships


No
Maintain function of role model in the
area of sustainability; exploit synergies


No
Active participation in efforts to
strengthen the Hostelling International
network on an international level
Active cooperation with national
associations
Contract amendments/resolutions/
optimisations
Detailed planning 2015;
general planning 2016
Budgeting 2015–2017


Yes


Yes


Yes


No


No
Dynamic pricing introduced


No
Maintenance work to be carried out
continuously at establishment level
Management costs below 10%


No


Yes

Yes

Yes

Yes


Yes


Yes

Yes

Yes
FITs
+12.7%;
schools
–1.1%
–7.3%
Increase FITs and groups by 50%
–3.4%
India,
Brasil,
China
10.9%
CHF 45.8 million

47.37
million
Bed revenue
in CHF
Revenue per overnight
stay in CHF
Margin calculation
Bed income at 2013 budget level
CHF 8,327 per bed
Maintain minimal margins for food, beverages,
kiosk non-food and ticket sales
Counting as minimal margins are:
Food 72%, beverages 55%,
kiosk non-food 25%, ticket sales 15%
Bed occupancy
Increase occupancy rates
55% bed occupancy at company level

8,442
Revenue per overnight stay at 2013 budget level
CHF 56.69 per overnight stay

60.41
Food 73.8%,
beverages
54.7%,
kiosk nonfood 35.4%,
and ticket
sales 8.8%
48.9%
Cash flow
Result
Adapt investment activities to business perfor
mance
Optimise results
40% of cash flow covers all investments

65.8%
4% of operating revenue at company
level before return on equity.

1.0%
Profit margin II
Cost-covering leadership of Youth Hostels on
basis of profit margin II
All youth hostels must at least cover
costs in line with profit margin II
Liquidity ratio III
Maintain liquidity ratio III at 2013 level
Liquidity ratio of at least 143%
Evaluation
Target value
Target
achievement
Measures
Need for action
18 / 19


Yes


No

Yes

Yes

No

Yes


Yes


No


No




No
Yes


Yes




No
No
Delémont,
Gstaad
Saanen
land,
Saas-Fee
149%
Organisational capital
Maintain organisational capital at 2013 level
Organisational capital at least 41.3%

41.9%
Return on equity
Return on equity of the SFST
2%

0.25%
Incoming turnover
in CHF
CHF 550,000
E-commerce turnover
in CHF
Group inquiries from abroad are handled
by Sales
All group requests (also CH groups) to a YH that
cannot be accepted due to lack of space will be
forwarded to Sales
Bookings via e-commerce correspond to 25% of
total turnover
Cross-selling revenue
in CHF
Active promotion of booking capabilities for
partner establishments in every hostel
CHF 450,000
(CHF 150,000 Youth Hostels;
CHF 300,000 Zurich office)
Productivity per employee Flexible personnel planning, adapted to business
in CHF
performance
IQMS
Ongoing review and optimisation of
administrative processes
IT infrastructure
IT operating systems
Management information
system
Arrears management
Risk management
Ensure availability
Update operating systems and Office
applications to current versions
Revision of MIS
Central arrears management
Continuously review risks according to IQMS
specifications, adapt to new circumstances and
take appropriate measures

716,642
CHF 11.1 million

10.4
million
Productivity at company level
CHF 154,000
All administrative processes by IQMS
are reviewed, optimised and
documented
100% availability on 365 days
Migration completed to Windows 7/8
and Office 2013
Gradual introduction of efficient and
appropriate MIS using new technologies.
Centralisation completed
Review and definition of measures;
risk minimisation
CHF
189,934
(CHF 9,326
YHs, CHF
180,608 Zo)
154,269
OUR
GUESTS
20 / 21
We bear a special responsibility
towards our guests, since travel is of
extreme emotional and material im
portance to them and is associated
with a special need to feel confident,
safe and secure. We wish to respond
in a creative way to the many and
diverse expectations of our guests.
We treat our guests as people who
have a zest for life and are enthusiastic, interested, contact-loving
and ready to take the natural envi
ronment and their fellow travellers
into consideration. We wish to re
spond to such qualities and promote
such attitudes.
OUR GUESTS
Our activities focus on our guests. By using management and qual
ity systems, we want to ensure that we can successfully provide
our products and services. The quality assurance systems «Quality.
Our Passion» from Switzerland Tourism and «HI-Q» from Hostel
ling International are both integral components of our processes;
the introduction of the EU Ecolabel and the ibex fairstay label (for
merly ibex label) bring further tools to ensure lasting quality.
Switzerland Tourism’s quality seal and Hostelling Interna
tional’s HI-Q management system assure quality. All Swiss youth
hostels operate according to the specifications of these labels or
of equivalent quality assurance systems (e.g. ISO 9001, ISO 14001,
Valais Excellence) and have been certified accordingly.
In the economic, social and ecological areas, we consider the
long-term benefits of the ibex fairstay label to be beyond dispute
as well as tremendously valuable. Furthermore, this provides an
opportunity to meaningfully communicate the subject matter and
to reach a clear positioning on the market. All of the hostels run
independently by Swiss Youth Hostels that meet the requirements
in construction terms are certified or are in the process of obtaining
certification.
While the EU Ecolabel distinguishes companies that reduce
energy, water and waste, and that use environmentally friendly ma
terials, the ibex fairstay label certifies sustainable management in
the areas of business management, business administration, en
vironmental management, employees, regional value creation and
culture.
Since 2007, our establishments are evaluated and certified
by the leading Swiss sustainability label, ibex fairstay. The certifi
cation and recertification of 14 of the 53 youth hostels in total in
Certified companies
EU Ecolabel
... in processing
ibex fairstay label
Bronze
Silver
Gold
Platinum
... in processing
Valais Excellence
Q Quality Seal
Q Quality Seal I
Q Quality Seal II
Q Quality Seal III
2012
45
2
2013
46
1
2014
46
0
2
15
25
3
2
1
12
22
11
1
1
12
21
12
0
1
1
1
49*
0
1
48*
0
1
49*
0
1
27
16*
34
15*
33
16*
HI-Q
HI-Q I
HI-Q II
* including Zurich administrative office
2014 clearly demonstrate that sustainability is not merely a slogan
but is indeed being implemented effectively.
The label has to be recertified every three years. The hostels
in Basel, Bern, Delémont, Interlaken, Leissigen, Mariastein-Rot
berg, Scuol, Solothurn, St. Gallen, St. Moritz, Valbella and Zurich all
achieved the highest rating, ibex fairstay Platinum.
Our range of services
In 2014, 53 youth hostels were in operation in Switzerland, total
ling 6,658 beds. The Swiss Youth Hostels Association operated 46
hostels independently on a lend/lease basis, totalling 5,611 beds;
seven youth hostels belong to the network as franchisees. During
the year under review, CHF 17.31 million were invested in inventory
maintenance, upgrading and improvement.
New wellnessHostel4000 Saas-Fee
With the construction of the wellnessHostel4000, Swiss Youth Hos
tels could celebrate two innovations in one: the glacier village of
Saas-Fee is now home to the world’s first hostel with own wellness
and fitness facilities. Moreover, the wellnessHostel4000 sets new
benchmarks as the first timber-constructed five-storey building in
Switzerland. This project was made possible by a unique public/
private partnership with the municipality of Saas-Fee.
It is a first-of-its-kind hostel, combining inexpensive accom
modation and catering with superior-quality wellness and fitness
facilities. The wellnessHostel4000 offers 168 beds, which are divided
across 51 rooms with two to six beds. 45 rooms have own bath
rooms. Across 1,900 m2, an extensive programme awaits guests in
the directly adjacent and publicly accessible Aqua Allalin wellness
and fitness centre: Steam bath, Finnish and organic-soft sauna,
whirlpool, marble hammam stone, experience showers, Kneipp
walkway, a terrace with view of the Fee gorge, relaxation rooms, as
well as a fitness facility and massage rooms. The indoor area offers
a 25-metre pool as well as a whirlpool, fun slide and paddling pool.
Spanning both the hostel and wellness centre is the bistro4000.
Designed by architects Steinmann & Schmid, the building is
in line with Minergie-ECO standards. The photovoltaic system on
the roof covers around one third of the hostel's electricity require
ments. In addition, as the first customers, the new system ena
bles the creation of a local thermal district heating network from
EnAlpin. The new building is optimally accessible for people with
impairments as part of the Swiss-wide project "Holidays – access
for all". Here, thanks to the support of the Denk an mich Founda
tion, the full spectrum of services from Swiss Youth Hostels is to
become barrier-free.
Replacement building in Gstaad Saanenland
On June 13, the official opening of Gstaad Saanen Youth Hostel
was celebrated in the company of local officials, partners and the
general public. The new building for the region – a modern inter
pretation of the classic Saanenland chalet – replaces the former
«Rüeblihorn» and will bring 25,000 overnight stays. After Inter
laken Youth Hostel, Gstaad Saanen is the second new opening in
Bernese Oberland within two years.
Following the architectural competition held in 2011/12, in
which Bürgi Schärer Architektur und Planung AG in Bern emerged
as the chosen candidate, construction began in spring 2013. The
first guests were checked in after 14 months of construction. Along
side Interlaken, it is the second hostel to meet Minergie-P-Eco eco
logical standards. The new building offers guests a well-equipped
children's playroom, a playground, and numerous four-bed rooms
and is thus a perfect location for family holidays. Moreover, thanks
to the existing service mix, which ranges from double rooms to sixbed rooms, individual travellers, sports enthusiasts and cultureseekers will also find an infrastructure that’s made-to-measure.
74 of the 158 beds are barrier-free; 90 beds are in room units that
OUR GUESTS
22 / 23
include own bathrooms. The heart of the building is in the generous
common areas and spacious dining room. Moreover, the new build
ing is optimally accessible to people with impairments as a part of
the Swiss-wide project "Holidays – access for all", which is being
undertaken together with the Denk an mich Foundation.
Full renovation in Avenches
Avenches has been the location of a youth hostel since 1982, the
comprehensive renovation of the building started on 21 October
2013. The work encompassed a full redevelopment of the common
showers and toilets, the upgrading of rooms through the installa
tion of washbasins, the remodelling of the entrance area and re
ception, the installation of a flat for the hostel management on the
top floor, the renovation of the façade, and not least modifications
to current fire regulations requirements. Here, a major challenge in
the existing building was the issue of accessibility for people with
impairments. While it was not possible to upgrade the facilities to
barrier-free standards within the hostel itself, a solution was found
in the form of a pavilion in the garden, including two barrier-free
rooms that meet all standards for barrier-free travel. The redevel
opment was completed in time for season start in early April 2014.
Stein am Rhein barrier-free youth hostel
In early November 2013, 50 years after first opening, the Stein am
Rhein Youth Hostel began it’s next phase of renovation. Up to the
re-opening on 12 April 2014, investments were made in moderni
sation and expansion in line with barrier-free standards for people
with impairments. This was made possible by the project partner
ship with the Denk an mich Foundation. The reconstruction en
sures obstacle-free access thanks to the installation of a lift and
a new barrier-free double room. The entrance area, reception and
self-service facilities on the ground floor were all renovated.
Maintenance work
In the year under review, the owner, the Swiss Foundation for Social
Tourism, and the operator, the Swiss Youth Hostels Association, in
vested around CHF 3.31 million in the youth hostels and adminis
trative office for regular maintenance and replacement for build
ings and equipment (excluding IT).
Milestone. Swiss Tourism Award
On 11 November 2014, the wellnessHostel4000 and adjoining Aqua
Allalin public wellness and fitness centre in Saas-Fee were hon
oured with the «Milestone. Tourism Award Switzerland». Among 88
projects, the construction took 2nd place in the category of «Out
standing Projects». The «Milestone. Tourism Award Switzerland»
is presented by htr hotel revue and the State Secretariat for Eco
nomic Affairs (Seco) and honours outstanding achievements and
projects in Swiss tourism. It is the sector’s most prestigious award.
Since 2008, the Swiss Youth Hostels has been actively pursuing
a goal of consistent expansion of both the infrastructure and the
overall range of services for travellers with impairments. In Novem
ber 2013, the Swiss Youth Hostels launched the national "Holidays
– access for all" project in collaboration with the Denk an mich
Foundation. The objective of the undertaking is the promotion of
barrier-free tourism in Switzerland and to raise public awareness
of the subject. Ultimately, efforts are being made to make the en
tire Swiss Youth Hostels services a barrier-free experience – from
finding information on the Internet all the way to the hostels them
selves. For over 45 years, the Denk an mich Foundation supported
by Swiss Radio and Television (SRF) has been helping people with
impairments to enjoy holidays and leisure activities. The "Holidays
– access for all" initiative was launched thanks to a generous be
quest from the singer Monica Morell. The project is planned to last
three years and is intended to set an example for the Swiss tourism
sector. Two other key partners are involved: The Federal Bureau for
the Equality of People with Disabilities FBED ensures a platform at
the national and political levels. The «Swiss Institute for Disabled
Access in Buildings» provides technical supervision.
In the course of the year in review, major investments were
made in structural improvements. Thanks to a wheelchair-accessi
ble pavilion in the garden, Avenches Youth Hostel can now offer two
barrier-free double rooms. In the Stein am Rhein Youth Hostel, a lift
has been installed that enables access to the rooms on the first
floor for people with impairments, while Lausanne is newly com
plemented by a barrier-free washroom. The newly opened Gstaad
Saanenland Youth Hostel and wellnessHostel4000 in Saas-Fee more
than fulfil barrier-free standards, and both establishments offer
70 beds for guests with impairments. All of these alterations as
well as the new constructions are good examples of the pragmatic
and innovative approach that is being pursued by the project.
For the marketing of our barrier-free services, a flyer and
brochure have been created containing all important details on
the respective establishments. In addition, the staff of Swiss Youth
Hostels have undergone training on the requirements of people
with impairments. A great deal has been achieved since project
launch. The number of barrier-free Youth Hostels in Switzerland
has risen from 27 to 31, whereby 23 are suitable for use and eight
are suitable to a limited extent. In the course of the year under re
view, the project was nominated for the «Milestone. Tourism Award
Switzerland» in the category of «Outstanding Projects».
Geneva
Intensive discussions on a possible merger took place with the As
sociation Genevoise des Auberges de Jeunesse. Unfortunately, the
final decision from Geneva was to go it alone, and thus there is no
longer a youth hostel in Geneva as at 1 January 2015.
New technology
Increasing automation of business processes poses new chal
lenges for the department of New Technology (IT); in the opinion of
external auditors, this is a key risk area because a majority of the
processes relevant to financial statements takes place inside the
IT. For this reason, the interim statement also included a review of
IT by an external auditor, which did not have any negative findings.
In the reporting year, we invested CHF 580,883 in operations,
safety and upgrading in the area of hard and software.
OUR GUESTS
Our guests and members
Every time they visit, guests are given the opportunity to rate their
stay. 14,421 visitors made use of this opportunity. In an overall rat
ing, customer satisfaction rose again from the previous year; the
individual areas of assessment are at the same or slightly higher
levels, only the price/performance ratio is somewhat lower than
the previous year.
Customer satisfaction
Employees
Rooms
Shower/WC
Day room
Meals
Cleanliness
Atmosphere
Comfort
Price/performance
Overall rating
2012
89
76
74
75
82
85
80
72
73
78
2013
90
77
75
76
82
86
81
73
75
79
2014
90
77
76
77
82
86
81
74
73
80
Rating system:
«Very good» 90 to 100 pts; «good» 75 to 89 pts; «satisfied» 50 to 74 pts; «not satisfied»
less than 50 pts
Guest diversity
400,047 guests generated 784,132 overnight stays during the year
under review. Compared to the previous year, this is equivalent to
an increase of 6,930 guests (+1.8%).
Here, we are particularly happy to note that our Swiss guests
are remaining loyal to their youth hostels; compared to 2013, the
Switzerland
Germany
South Korea
share of guests from Switzerland rose by 2.4% to 60%. At 11.0% for
2014, rising from 9.6% in the previous year, the proportion of visitors
from Asia was over 10% for the first time. The largest increase was
from South Korea, which recorded a plus of 76.1% to 17,874 guests.
A decrease in guest share of 2.1% was recorded for Germany, which
remains the most important foreign tourist source market.
2012 arrivals
228‚089
% share
60.13%
2013 arrivals
234‚191
% share
59.57%
2014 arrivals
239‚897
% share
59.97%
43‚530
11.48%
42‚932
10.92%
42‚049
10.51%
6‚991
1.84%
10‚152
2.58%
17‚874
4.47%
France
10‚465
2.76%
10‚308
2.62%
10‚244
2.56%
China
8‚529
2.25%
10‚827
2.75%
10‚102
2.53%
Great Britain
7‚241
1.91%
9‚292
2.36%
9‚073
2.27%
USA
7‚218
1.90%
7‚685
1.95%
7‚527
1.88%
Italy
7‚101
1.87%
7‚047
1.79%
6‚385
1.60%
Netherlands
4‚762
1.26%
4‚644
1.18%
4‚078
1.02%
Spain
5‚957
1.57%
5‚129
1.30%
3‚922
0.98%
Thailand
2‚196
0.58%
2‚903
0.74%
3‚569
0.89%
Austria
3‚190
0.84%
3‚031
0.77%
3‚178
0.79%
Japan
3‚878
1.02%
3‚680
0.94%
2‚947
0.74%
Australia
2‚910
0.77%
2‚999
0.76%
2‚572
0.64%
India
2‚587
0.68%
2‚546
0.65%
2‚508
0.63%
Taiwan
2‚109
0.56%
2‚466
0.63%
2‚308
0.58%
Canada
2‚651
0.70%
2‚499
0.64%
2‚262
0.57%
Belgium
2‚797
0.74%
2‚072
0.53%
2‚053
0.51%
Poland
1‚752
0.46%
1‚639
0.42%
1‚954
0.49%
Czech Republic
2‚368
0.62%
2‚561
0.65%
1‚794
0.45%
Other countries
23‚001
6.06%
24‚514
6.24%
23‚751
5.94%
OUR GUESTS
24 / 25
Average length of guests’ stay (days)
In 2014, the average length of stay continued to drop slightly to 1.96
days. This means that the majority of guests had relatively short
stays in the Swiss Youth Hostels. Nevertheless, in the same time
frame, 6,930 more guests (+1.8%) took up the offer of Swiss Youth
Hostels, meaning that an increase of 0.8% to 784,132 overnight
stays could be achieved.
2012
2013
2014
Czech Republic
2.14
2.14
2.44
Great Britain
2.12
2.03
2.17
Germany
2.04
2.11
2.03
Switzerland
2.02
2.03
2.00
Austria
1.82
1.90
1.99
Italy
1.82
1.90
1.95
Australia
2.07
2.03
1.94
Members
On 31 December 2014, the Swiss Youth Hostels Association had a
total membership of 95,042. This represents a decrease of 2.3% on
the previous year.
2012
2013
2014
Junior members
30,465
29,362
28,573
Senior members
45,435
45,440
44,572
Family members
17,367
16,534
16,098
Group members
5,622
5,958
5,799
98,889
97,294
95,042
Total
Age profile of members
People over 45 and young people under 20 years of age are the
largest share of group members. Together, they represent 71% of
all members. Against the previous year, there were few significant
changes within the age groups.
Spain
2.00
1.95
1.93
Canada
1.81
1.75
1.83
India
1.81
1.81
1.83
2012
2013
2014
France
1.83
1.78
1.81
Up to 20 years
34%
33%
33%
USA
2.43
1.79
1.79
20 to 25 years
6%
6%
6%
Belgium
1.81
2.03
1.78
26 to 34 years
8%
8%
7%
Taiwan
1.67
1.63
1.75
35 to 44 years
17%
17%
16%
Poland
2.39
2.20
1.73
Over 45 years
35%
36%
38%
Japan
1.76
1.73
1.71
Netherlands
1.80
1.81
1.67
Thailand
1.58
1.62
1.67
South Korea
1.71
1.67
1.66
China
1.49
1.51
1.51
Average
1.99
1.98
1.96
Guest segments
With a share of 51.34% and 402,593 overnight stays, individual
guests were still the largest guest segment. The share of schools
and groups decreased slightly to 31.16% against the previous year,
while the percentage of families increased again to 17.5%.
2012
% share
2013 % share
2014
% share
Individual guests
357‚253
47.23
402‚261
51.71
402‚593
51.34
Groups
125‚420
16.58
122‚418
15.74
127‚136
16.21
Schools
121‚730
16.09
126‚403
16.25
117‚187
14.94
Families
152‚008
20.10
126‚822
16.30
137‚216
17.50
Total
756‚411
100.00
777‚904
100.00
784‚132
100.00
1992 1)
1996 2)
2000 3)
2004
2008
2012
2013
2014
n/c
920‚524
562‚543
744‚777
573‚248
814‚075
577‚274
838‚900
785‚209
986‚471
756‚411
924‚252
777‚904
955‚412
784‚132
959‚116
78‚522
65‚855
66‚277
93‚273
95‚236
98‚889
97‚294
95‚042
Guest satisfaction
n/c
n/c
n/c
n/c
75
78
79
80
Investments in maintenance & replacement
(SYH & SFST)
Investments in rebuilding & new constructions
(SFST)
Rental charges
n/c 1‚024‚134 1‚725‚384 1‚769‚011 2‚580‚701 2‚737‚386 2‚546‚617
3‚311‚358
Key figures
Overnight stays, own hostels
Overnight stays including franchise hostels
Total members
1)
n/c
n/c
237‚421 3‚982‚546 1‚224‚345 8‚233‚803 7‚582‚387 14‚002‚742
1‚755‚099 3‚129‚681 3‚925‚932 5‚260‚975 9‚439‚124 7‚740‚010 7‚933‚125
First fiscal year following the merger of the 14 independent districts, 2) Start of reorganisation, 3) Start of implementation of strategic planning, n/c not collected
8‚371‚148
OUR
EMPLOYEES
26 / 27
We are aware that all the employees
of our organisation, which is based
on personal performance and re
lationships, play a vital role and we
make correspondingly high demands
on them. We pursue a progressive
employee policy, especially with
regard to management style, working
conditions, social security, equal
opportunities, personal responsibility
and career advancement.
OUR EMPLOYEES
Family and work
It is an important aspect of the social responsibility of an employer
that employees feel comfortable and that they are able to satisfac
torily combine family and work. Accordingly, we provide flexibility in
the configuration of the workload. In the year under review, there
were 55 employees at the Zurich office for the equivalent of 43.25
full-time posts; in the youth hostels, 263.8 full-time posts were dis
tributed across 524 employees.
Wage system
For the managers of the youth hostels, a wage system based on a
wage and revenue-sharing model has been in place for some years.
While the wage components are specified according to uniform
standards, revenue sharing is derived from the extent to which the
budget is complied with and to which objectives are met.
Youth hostel employees are subject to the «National collec
tive agreement for the hospitality industry» (L-GAV); employees in
the administrative office are paid according to the guidelines of
professional associations. A bonus scheme for youth hostel em
ployees has been introduced to additionally reward the achieve
ments of our employees. This is measured according to guest satis
faction in the areas of friendliness, quality of food and cleanliness.
This bonus is distributed in the form of coupons. In the year under
review, coupons were awarded to the value of CHF 19,600.
Following the principle of equal pay for men and women,
Swiss Youth Hostels pays both sexes according to the same terms/
rates.
Payroll in CHF
Social security contribu
tions in CHF
Profit-sharing in CHF
2012
16,530,907
2013
17,456,220
2014
18,607,988
2,714,852
2,849,542
3,047,877
322,452
429,229
470,405
Target agreement
Based on the mission statement, the medium-term strategies of
Swiss Youth Hostels are defined by the Executive Board and then
further specified by the management in terms of their content and
timing within the context of the annual operating goals.
The annual operating goals are derived for the different lev
els and operationalised with concrete target formulations as part
of the target formulation and agreement process. Following this
top-down process, both coordination and consolidation are done
bottom-up.
This systematic process provides all employees with the nec
essary understanding of the organisation’s objectives while estab
lishing the relevant prerequisites for active participation.
Qualification system
Employee qualification is a regularly occurring, future-oriented
meeting between qualifying supervisor and employee to determine
the status quo. This interview is based on open dialogue, giving
employees the opportunity to present their concerns and expecta
tions; in this way, employees can also qualify their supervisors. The
qualification meeting is held with each employee before the end of
the probationary period and following this at least once a year, and
is appropriately documented.
The objectives of the qualification process are:
– Recognition and promotion of performance and behaviour
– Alignment of employees’ efforts to changing objectives and tasks
– Promotion of the development and motivation of employees
– Reinforcement of mutual trust
–Reinforcement of employees’ capacity for realistic selfassessment
Training and advanced training
Advanced training represents a key element in our efforts to boost
quality for our guests and employees. In the year under review,
there were 25 further training courses with external and internal
instructors, as well as the two-day regional meeting. 394 partici
pants made use of these further training opportunities.
As a nationally and internationally active organisation, lan
guage skills are of paramount importance. Against this backdrop,
the employees at the administrative office can participate in week
ly lessons from qualified language teachers. A total of 298 lessons
for French were conducted in individual and group tuition.
Employees who foresee spending their career with Swiss
Youth Hostels can complete a promotional programme. Over the
course of one to two years, candidates work in different positions
and participate in project teams in order to acquire the skill set re
quired for a different/higher position in the future. Unfortunately, in
the course of the reporting year it was not possible to recruit par
ticipants for the promotional programme.
External basic and advanced training is given financial sup
port, provided the knowledge that is gained will benefit the per
son’s everyday work. A minimum term of employment is agreed by
contract, depending on the level of financial assistance.
In 2014, Swiss Youth Hostels employed 4 apprentices (busi
ness administration) and 3 interns from professional tourism
schools in the Zurich office. A total of 9 apprentices/interns under
took work placements at the youth hostels.
2012 2013 2014
32*
24*
25*
Advanced training courses offered
482
371
394
Number of participants
Total hours of advanced training within the
5,295 4,528 4,480
organisation
1
0
0
Number of persons in promotional programme
13
15
16
Number of apprentices and trainees
Number of persons in external basic/
5
3
3
advanced training
* not including individual and group tuition in French
Special services
Every year, employees, voluntary executive board members and
delegates receive accommodation coupons allowing free usage of
youth hostels for themselves and their family members. In 2014,
benefits worth CHF 171,956 were distributed in this manner (previ
ous year, CHF 105,253)
Occupational safety and health promotion
Ensuring optimum safety and health for our employees takes the
highest priority. This is safeguarded with special employee instruc
tion/training on location, ongoing risk evaluation with correspond
ing measures definition, and sporadic safety audits in the work
places.
Concepts, information leaflets and checklists for workplace
safety and health promotion are published on the SYH intranet in
multiple languages for all employees.
OUR EMPLOYEES
28 / 29
Case management and social counselling
Accidents and illnesses experienced by our employees are handled
in a professional manner in cooperation with an external business
partner, and all measures are taken to ensure the reintegration of
affected employees. An external social counselling service is also
available free of charge to all employees for personal, health-relat
ed, financial, legal or administrative matters.
The Board of Trustees is composed of four employee representa
tives and four employer representatives.
Employee representatives Granacher Bernhard | Künzli Martin |
Lutz Walter | Zollinger Markus (President)
Employer representatives Dobler René | Gmür Fredi (Vice Presi
dent) | Hitz Ursula | Müller Christoph
2012
2012
2013
2014
31
37
24
Case management
Assisted employees
Inability to work
up to 5 days
3.5%
0%
8%
6–14 days
15–30 days
6.5%
11%
4%
19%
32%
8%
31–60 days
26%
27%
46%
61–90 days
3.5%
11%
4%
91–365 days
35%
19%
29%
over 365 days
6.5%
0%
0%
personal/family-related
1
1
1
health-related
0
0
2
work-related
4
2
3
financial
professional consultation
0
0
0
0
3
0
2013
2014
Retirement assets in CHF 16,408,211.94 18,652,946.45 20,510,016.12
Available funds in CHF
1,131,997
963,154.60
803,382.70
Cover ratio
106.69%
104.96%
103.04%
447
25
469
28
514
30
Active insured persons
Pensioners
Persons performing civil service
Civil service is a substitute for military service for young men un
able to perform military service on conscientious grounds. These
individuals can instead carry out their service in the social sec
tor, in nature park projects, or in charitable organisations. Swiss
Youth Hostels also offers opportunities for people to carry out their
civil service. In 2014, a total of 187 persons performing civil service
undertook 6,342 service days at Swiss Youth Hostels, while three
members of the German Voluntary Service carried out 461 service
days.
Social counselling questions/consultations
Retirement planning
The Swiss Youth Hostels have their own retirement pension foun
dation. The entirety of the pension fund investments are reinsured
through AXA Leben AG and there is no liability for any deductions
from the investments.
The cover ratio was 103.04% on 31 December 2014. The posi
tive financial position enabled the Board of Trustees to pay inter
est of 4.75% on the retirement savings of employees. This is 3%
higher than the minimum OPA interest rate stipulated by the Fed
eral Council.
Employee/employer relationship
The Employee Committee (see page 43) meetings for employees
took place in the spring and autumn. The quarterly discussions
between the Employee Committee, the management and repre
sentatives of the Executive Board were extremely constructive and
helped to foster mutual trust.
Key figures
1992 1)
1996 2)
2000 3)
2004
2008
2012
2013
2014
Employment
Employees, hostels
n/c
363
345
310
418
481
484
524
Full-time posts, hostels
n/c
175.7
163.0
176.4
225.0
243.4
250.5
263.8
Employees, administrative office
n/c
29
27
30
37
53
54
55
Full-time posts, administrative office
n/c
21.4
22.6
23.9
27.6
39.7
42.7
43.3
Employees, total
n/c
392
372
340
455
534
538
579
Full-time posts, total
n/c
197.1
185.6
200.3
252.6
283.1
293.2
307.1
Fluctuation rate
n/c
n/c
n/c
n/c
9.1%
9.5%
9.6%
9.8%
Satisfaction index
n/c
n/c
n/c
n/c
95
95
94
96
Average age
n/c
n/c
n/c
n/c
37.2
37.0
37.5
38.2
Overall percentage of women
n/c
n/c
n/c
n/c
66%
63%
67%
65%
Percentage of women in executive positions
n/c
n/c
n/c
n/c
55%
58%
51%
50%
Staff profile
Wage spread
Minimum gross wages
n/c
2,250
2,360
3,100
3,250
3,400
3,407
3,407
Ratio of highest wage to minimum wage (wage spread)
n/c
> 3.92
> 4.24
> 4.03
> 4.15
> 4.85
> 4.84
> 4.84
Occupational accidents
n/c
n/c
n/c
n/c
21
21
21
20
Non-occupational accidents
n/c
n/c
n/c
n/c
25
35
46
36
Days of absence due to accident, illness or maternity
n/c
n/c
n/c
n/c
5,281
3,557
4,116
3,195
n/c
n/c
n/c
n/c
276,554
331,883
471,387
339,730
Unfälle/Ausfalltage
Direct cost of days of absence
1)
First fiscal year following the merger of 14 independent districts, Start of reorganisation, Start of implementation of strategic planning, n/c not collected
2)
3)
OUR
RELATIONSHIP
WITH THE
ENVIRONMENT
30 / 31
We are aware that the local popula
tion and the natural environment in
the areas in which we operate are
crucially important both to us and
to our guests. We wish to take the
interests of the local population
into account as much as possible,
to respect their independence and
culture, and to make every effort
to minimise our impact on the
environment. We strive for our youth
hostels and leisure activities to be
environmentally friendly and
compatible with the countryside.
OUR RELATIONSHIP WITH THE ENVIRONMENT
Thanks to a simple general offer (low floor space per bed), youth
hostels boast very high levels of environmental compatibility. In
terms of CO2 emissions, in principle the level of environmental
compatibility rises as the standard of accommodation becomes
simpler. However, this does not mean that we won’t strive to do eve
rything possible to further reduce emissions. Swiss Youth Hostels
fully adheres to the principle of «Avoid – Reduce – Compensate»
– and indeed in this order.
As a general principle, we pay close attention to the efficien
cy of measures. Aided by analyses, the largest reduction potentials
are determined before appropriate measures are formulated. A
comprehensive environmental management system for hostel
construction and operation has been created over many years. The
Swiss Youth Hostels continue to serve as a role model for many
developers, and not only in the area of accommodation. Accord
ingly, numerous presentations on sustainability and environmental
management were held in 2014.
Real estate
The environmentally friendly operation of a hostel establishment
begins at the stage of construction. Heating energy and electric
ity are the principal environmental factors. We are committed to
Minergie and ECO standards for new buildings. Buildings con
structed according to Minergie standards exhibit far lower energy
consumption than conventional buildings. This form of construc
tion has been adopted by Swiss Youth Hostels for new buildings
and major renovations. «Eco-Bau» lays out the most ecologically
efficient materials and construction services. We have even gone a
step further with the construction of Interlaken Youth Hostel, which
is the first a tourist accommodation in Switzerland to receive Min
ergie-P-ECO certification. This was soon followed by Gstaad in the
course of 2014,and Saas-Fee is now home to Switzerland’s first
five-storey timber construction in the accommodation area.
Buildings can also contribute actively to energy gen
eration. Solar hot water production (13 systems in place) is eco
nomically interesting, for example. Under the right conditions,
photovoltaic systems are also used for electricity generation
(four systems in place). Together with the Aqua-Allalin centre, the
wellnessHostel4000 in Saas-Fee is fed with heat from a district solar
heating network.
Operation
The Swiss Youth Hostels work with a comprehensive environmen
tal management system. Thereby, the highest standards and the
best labels serve as yardsticks, selected partners as indicators. All
youth hostels are certified with the EU Ecolabel and the ibex fair
stay label (see page 22).
CO2 emissions / CO2 compensation / Exemption from CO2 levy
Efforts are ongoing to prevent and reduce CO2 emissions and the
consumption of energy in the production of heating, electricity and
water. An agreement for the period 2013–2020 was signed with the
Energy Agency for Industry (EnAW) following the fulfilment of tar
gets for 2008–2012 as well as the comfortable achievement of tar
gets with the Climate Cent Foundation. Swiss Youth Hostels con
tinues to be exempt from the CO2 levy thanks to this commitment
to further significantly reduce CO2 emissions.
By 2014, we had reduced specific CO2 emissions for space
heating by 54.9% against the year 2000 (previous year: 44.9%). The
final figure of 15.3 tonnes per square metre of floor space was sig
nificantly lower than the binding target for 2014 agreed with the
EnAW of 26.8 tonnes; the result for 2014 was an over-fulfilment of
788 tons of CO2. Compared to the baseline year, CO2 intensity was
43% per square metre of floor space, which is less than half the
quantity of CO2 for the year 2000.
Again, the voluntary CO2 compensation scheme, with a very
high participation rate of 59% (excluding franchises), did the hos
tel guests proud. This resulted in a compensation of around 2,300
tonnes of CO2 for the Climate Fund, which is also fed into by the
photovoltaic system installed in St. Moritz and most recently in
Saas-Fee. Contributions from the Climate Fund were directed to
wards the newly built pellet heating in Davos Youth Hostel and the
photovoltaic system in the wellnessHostel4000 Saas-Fee.
Heating
Heating is the largest energy factor in the youth hostels. Consump
tion is reduced through improvements to the building envelopes
and heating systems. The conversion of heating systems, when
ever possible from fossil fuels to renewable energies, also helps
to further reduce CO2 emissions. Connections to district heating
networks, as well as operational optimisations, also help to im
prove energy efficiency. The long-standing focus on energy-saving
efforts in the heating area is positively reflected in the figures.
Against the base year, the CO2 intensity per square meter
of floor space was 43% – less than half of the CO2 emissions per
square meter in the year 2000. It should also be noted that the
measures in this area have a long-term impact (building envelope,
etc.).
Electricity
Ultimately, the establishments themselves have a direct influ
ence on over 90% of electricity consumption. For this reason,
Swiss Youth Hostels deliberately refrain from constantly remind
ing guests to save energy. At the same time, new and replacement
investments are subject to the highest energy requirements. Power
consumption has been significantly reduced through the consist
ent acquisition of the most efficient machinery and equipment
(top ten devices, heat recovery) and lighting (energy-saving bulbs,
LEDs). However, reductions are offset by improvements to techni
cal standards or through the adoption of the Minergie standard
(ventilation).
In the meantime, it is difficult to achieve further savings in
power consumption. After many years of broadly applied auster
ity measures, the savings potential is essentially exhausted. At
the same, consumption is higher in some areas following diverse
OUR RELATIONSHIP WITH THE ENVIRONMENT
32 / 33
improvements in standards. For example, although the Minergie
standard does bring major savings on the heating side, it also in
creases energy requirements (ventilation). Overall, electricity con
sumption was kept at a stable level in 2013, thanks in large part to
consistent optimisation. At 4.8 kWh per overnight stay, the value is
slightly higher than the previous year (4.7 kWh).
Water
Water is a significant environmental factor in accommodation es
tablishments. Above all, the production of hot water uses up a sub
stantial portion of thermal energy. Water consumption in showers,
toilets and bed linen has been continually reduced thanks to highcoverage water-saving measures (168 litres per overnight stay in
1996). It is now apparent that we have exhausted all opportunities
for optimisation in existing systems. As a consequence of continu
ously improving standards, average water consumption has in
creased to 147 litres per overnight stay (previous year 138).
Environmentally friendly products and materials
In the area of purchasing, the Swiss Youth Hostels attaches great
importance to environmental factors. As one of the largest provid
ers of accommodation in Switzerland, we are aware of the impacts
on suppliers of our demand criteria. An environmentally friendly
choice of materials begins with an approach to construction that
is in line with ECO Standards (grey energy, etc.). And as a member
of the WWF Climate Group, Swiss Youth Hostels is committed to
choosing top ten products when purchasing household appliances,
lamps and lighting equipment, as well as IT equipment.
Since 1 December 2008, we have purchased products with
Max Havelaar Fair Trade seal of approval:
Consumption quantities
Coffee in kg
Fruit juice in l
Sugar in kg
Tea in kg
Rice in kg
2012
6,139
119,104
2,835
197
5,410
2013
6,722
100,591
2,850
219
4,690
2014
7,347
92,939
2,840
203
4,450
Furthermore, in the area of fresh produce, we place a high
value on regional products. We only use poultry products from
Switzerland and fish products bearing the MSC label (Marine
Stewardship Council).
Exclusively environmentally friendly products are used for
cleaning/hygiene, wherever available. Compliance is ensured by
clear product/supplier requirements, including quality specifica
tions, and by the regular internal and external audits stipulated by
the ibex fairstay label.
Waste and disposal
We are committed to the comprehensive recycling of reusable ma
terials. This is implemented at the Zurich administrative office as
well as in the hostels. In all hostels, guests are provided with recy
cling points for glass, paper, PET and aluminium; all other types of
waste are disposed of appropriately.
Mobility
Commuter traffic is of only secondary importance at Swiss Youth
Hostels. The administrative office is easily accessible by public
transport, and the employees working in the hostels are predomi
nantly local residents. At around 1% of CO2 emissions, business
travel is likewise a low contributor. The Swiss Youth Hostels com
pensate for all business travel through the myclimate Foundation,
including for business flights.
The environmental impact of transports (supplies) cannot be
straightforwardly determined. We respond to this by giving prefer
ence to local products and by focusing on a small number of sup
pliers that all carry a broad range.
Tourism means travel, and travel is all about mobility. A sub
stantial environmental factor is the guests’ mode of travel to the
hostels. The CO2 emissions associated with this journey are com
parable to an overnight stay (5.5kg CO2/overnight – equivalent to
around 30 car kilometres). This also forms part of our thinking and
so we encourage the use of public transport.
Ecological services
1992 1)
1996 2)
2000 3)
2004
2008
2012
2013
2014
54.9%
Resource consumption / emissions
Space heating (oil/gas):
Reduction in specific CO2 loading
n/c
n/c
0%
4.2%
28.3%
41.3%
44.9%
Electricity consumption per overnight stay (kWh)
n/c
5.5
4.9
4.9
4.4
4.8
4.7
4.8
Water consumption per overnight stay (l)
n/c
168
166
153
136
129
138
147
Percentage of compensated overnight stays
-
-
-
-
28.7%
55.3%
57.5%
58.8%
Compensation for overnight stays in CHF
-
-
-
- 130,813 209,737 156,737 138,308
CO2 compensation
Own projects realised in CHF
-
-
-
-
33,287
Payment to myclimate through compensation by guests, in CHF
-
-
-
-
68,406 104,717
Payment to myclimate as compensation for car and air-travel kilometres
-
-
-
-
1,800
1,778
2,568
First fiscal year following the merger of 14 independent districts, 2) Start of reorganisation, 3) Start of implementation of strategic planning, n/c not collected,
* as at 01.12.2012: decrease in compensation from CHF 0.50 to CHF 0.30, ** since 2013 without climate correction
1)
0 525,370
74,337
69,154
1,406
1,567
OUR
COMMERCIAL
VIABILITY
34 / 35
We strive to build true partnerships
with all of the people, enterprises and
institutions that are important to us.
We consider close personal relationships and mutual agreement on fair
conditions to be especially meaning
ful. We seek active cooperation with
all key tourist organisations both
at home and abroad. We promote
both inter- and intra-organisational
cooperation.
OUR COMMERCIAL VIABILITY
Market development
Swiss Youth Hostels can look back on a good year in 2014: in the
financial year just ended, the number of overnight stays in our 46
own hostels increased by 0.8 % and turnover by 6.5 % compared
to the preceding year. We achieved 784,132 overnight stays and
revenues of CHF 47.37 million. Franchise establishments achieved
174,984 overnight stays, which represents a decrease of 1.4%
against the previous year. The total number of overnight stays in all
Swiss Youth Hostels (own and franchises) amounted to 959,116 –
an increase of 0.4% against the previous year.
Over the course of the year under review, the transformation
of the Swiss Youth Hostels into modern establishments offering
simple comfortable double, family and multi-bed rooms as well as
spacious meeting rooms, all at attractive prices and with no age
restrictions, is at the heart of this market development.
Electronic distribution
channels
Visits to www.youthhostel.ch
Markets
The loyalty of our Swiss guests served as the cornerstone for
growth in the reporting year. The share of Swiss guests rose by 2.4%
to 60%. We recorded a decrease of 2.1% in the share of guests from
Germany, our main tourist source market. The increase in guests
from Asia is striking; the share here was 11%, 1.4% higher than the
previous year and for the first time higher than 10%.
Paid intermediary fees
in CHF
National and international sales activities
Online booking platforms are increasing in importance. In 2014,
the wide availability of our beds through third parties was ac
companied by online sales measures that have guided potential
guests to eventually complete their bookings on our own platform,
www.youthhostel.ch. The optimisation of search terms in search
engines, namely Google, has also played a central role. Processing
of individual clients through offline channels nationally and inter
nationally (print, posters, mailings, etc.) and selected partnerships
with events organisers and sales efforts at schools, universities
and with groups were likewise central elements of sales activities
undertaken in the course of the year.
Our online presence and visibility via www.youthostel.ch was
further optimised, as well as the findability of our website in the
online realm. Consistent search engine optimisation and targeted
online campaigns have brought positive results. Alongside the
more than 1.7 million visits to our website in 2014, we could also
count around 65,000 newsletter subscribers (27,000 more than the
previous year) and 10,769 Facebook fans (6,556 more than the pre
vious year) among regular recipients of our news. This makes 2014
a record year – in all the history of Swiss Youth Hostels, we have
never had more virtual contacts.
2012
2013
2014
1,490,989
1,536,893
1,709,912
930 ,116
995 ,556
1,105 ,171
4,081
4,211
4,685
5,976,709
6,020,274
6,651,951
Number of bookings via online
51,095
systems
Overnight stays resulting from
175,602
online bookings
Revenue resulting from online
8,660,220
bookings
Average revenue per overnight
49.32
stay in CHF
58,006
64,058
194,666
211,800
Unique visits to
www.youthhostel.ch
Average number of visits
per day
Number of pages opened
507,450
9,390,74 10,366,362
48.24
48.94
678,616
856,397
Media reporting
Media interest in Swiss Youth Hostels was extremely high in our
anniversary year of 2014. There was particular interest in the new
ly opened hostels Gstaad Saanen and Saas-Fee. In Switzerland
alone, there were 478 newspaper or magazine articles, 127 online
reports, 50 radio and 13 TV reports on the range of services and
activities of our organisation. The equivalent value of such report
ing is around CHF 9 million. There was likewise remarkable media
presence abroad, with multiple publications in Germany, United
Kingdom, Netherlands and China, among others.
Engagement and partnerships
We maintained very close relationships at national and interna
tional levels with competitors, trade associations and partners
from government and business. We aim to be a role model and mo
tivator for the tourism industry, as dictated by our sustainability
strategy, and also for the good of society as a whole.
Regional partnerships
The social and economic integration of any youth hostel in the
region takes the highest priority; support for local/regional asso
ciations, affiliations with trade associations and tourism organisa
tions, and the procurement and utilisation of local products, are all
actively promoted.
At a number of locations, the most important partners are
also the owners/landlords of our youth hostels, who lease out the
properties on moderate, sometimes symbolic terms. As at 01.04.15,
these are:
Baden Municipality of Baden | Bern Real estate depart
ment City of Bern | Dachsen-Rhinefalls Canton of Zurich |
Fribourg The Commune of Fribourg | Klosters Political Municipality
of Wallisellen | Kreuzlingen City of Kreuzlingen | Lausanne City of
Lausanne | Mariastein-Rotberg Jugendburg Rotberg Foundation |
Pontresina Municipality of Pontresina | Rapperswil-Jona City
of Rapperswil-Jona | Richterswil Canton of Zurich | Saas-Fee
Aqua Allalin Municipality of Saas-Fee | Schaan-Vaduz SchaanVaduz Youth Hostel Foundation | Schaffhausen Municipality
of Schaffhausen | Sion City of Sion | Solothurn Municipality
of Solothurn | St. Gallen Political Municipality of St. Gallen |
Sta. Maria Municipality of Sta. Maria | Zofingen Municipality of
Zofingen
National commitment
In the year under review, the strategic partnership for 2014 to 2016
began with Switzerland Tourism, while an extensive cooperation
for political lobbying was agreed with the Swiss Hotel Association.
The lobbying cooperation with the Swiss Hotel Association will
take place at all stages of the legislative process, on the basis of an
open and transparent interexchange. The collaboration provides
an opportunity to give more weight to the concerns and interests
of the sector, and for the representation of the whole area of ac
commodation through a common presence in the political process.
Parahotellerie Schweiz
The Parahotellerie Schweiz interest group was founded in January
2011 by the Swiss Travel Fund Reka, Interhome AG, Heberga AG
(TCS Camping), Swiss Youth Hostels and Bed & Breakfast Switzer
land. Together, all five partners generate an average of about 5 mil
lion overnight stays per year in Switzerland.
36 / 37
The defined goals are:
– Strengthening of partners
– Exchange of experiences
– Partnership with Switzerland Tourism
– Quality assurance
– Online bookings
– Political representation
– Public perception
Swiss Hotel Association
The common success factors in the multifaceted Swiss tourist ac
commodation industry are quality and transparency for all guests.
Now the Swiss Hotel Association and Swiss Youth Hostels have in
tensified their cooperation to further promote these success fac
tors towards an effective tourism sector in Switzerland. As at 31
December 2014, 43 youth hostels are classified as «Swiss Lodge»
following a comprehensive audit by the Swiss Hotels Association.
Cooperations
Cooperations represent an effective instrument for the promotion
of our range of services in new guest segments. We can look back
on good cooperation with the following partners: AFS Intercultural
Programs Switzerland, Alpamare, Berlitz Language School, BMC
Racing Cup, Coop Hello Family, CSS Insurance, Die Post, Eurotrek,
Fair Trade Town, Globo-Study, Graubünden Ferien Schweiz, IG Sch
weiz Mobil, Reka Swiss Travel Fund, Rent a Bike, SAC, SBB, Schtifti
Foundation/Gorilla, STC, Denk an mich Foundation, SwissSki,
Swiss Trails, weACT and WWF.
Participation in expert groups and committees
We are happy to pass on our vast experience of sustainable man
agement at no cost to the national and international tourism in
dustry, be it in the form of consultation to individual service pro
viders, students, hotel groups, trade associations or through active
participation in committees.
René Dobler took a seat on the «Consultancy Committee
for Sustainability» at the Swiss Hotels Association. Fredi Gmür
is President of Parahotellerie Switzerland, Board Member of the
Swiss Tourism Federation (STF), President of the STV «Quality
Improvement» Commission, on the Advisory Board for the Swiss
Hotels Association, member of the Tourism Council of Switzerland
Tourism, a member of the advisory group «Teens Camp» of Seilbah
nen Schweiz, as well as member of the «Swiss Corporate Sustain
ability Network».
In addition, management members took the opportunity to
present the business model «Sustainable Swiss Youth Hostels» at
universities, universities of applied sciences, symposia, workshops
and conferences, both in Switzerland and abroad.
Hostelling International
Since its founding in 1932, Swiss Youth Hostels has been a mem
ber of Hostelling International. The objective of this federation is
to promote the education and upbringing of young people from
all nations and in particular of young people with limited finan
cial resources. These people are encouraged to learn extensively
about – as well as to love and cherish – the natural world, and to
appreciate the cultural values of small and large cities all over the
world. To support these objectives, Hostelling International coordi
nates the mutual recognition of membership, develops/promotes
national networks and associations, defines quality standards,
coordinates marketing activities and maintains the booking portal
www.hihostels.com. Swiss Youth Hostels supports the efforts of
Hostelling International through the active involvement of SYH ex
ecutive committee members in a range of working groups.
Hostelling International in figures:
– 91 countries
– 69 member associations
– 3 associated organisations
– Licensed youth hostels in 23 countries
– Approximately 4,000 youth hostels
– 35.3 million overnight stays annually
– 3.6 million national members, plus one million guest
members
– 7.5 million annual visits to hihostels.com
– GBP 19 million revenue through www.hihostels.com
Hostelling International Marketing GmbH
Hostelling International Marketing GmbH is headquartered in Zu
rich. The Swiss Youth Hostels and their Dutch counterpart each
own a 50% share. The managing directors of the organisation are
the two CEOs, Fredi Gmür (SYH) and Marijke Schreiner (Stayokay).
Hostelling International Marketing GmbH trains, audits and
certifies member associations and hostels worldwide in the HI
quality assurance system, on behalf of Hostelling International.
Whilst taking sole responsibility for the worldwide HI-Q qual
ity assurance system, the second new development could already
be completed in the second year of the project. To incorporate sus
tainability aspects, the Hi-Q system was expanded to include the
HI-Q+S management system, which has been successfully tested
in six countries.
The difficult global economic situation, consistent instability
in the Arab world, South America, Asia and Eastern Europe, as well
as currently declining booking figures in the new HI booking en
gine have had a significant impact on the revenues of many smaller
organisations. This has resulted in the closure of some establish
ments and in some cases even departures from the HI Federation,
which also has a direct impact on the number of HI-Q establish
ments. A decrease in HI-Q contracts was recorded for the first time
(2013: 535 establishments; 2014: 491 establishments). A total of
940 hostels are currently certified worldwide. This represents 76%
of all key hostels and 27% of all hostels. Licensing agreements are
in place with ten national offices.
European Federation of Youth Hostel Associations (EUFED)
It is the duty of EUFED to coordinate and cultivate cooperation and
networking between European youth hostel associations on the
basis of shared values. While Swiss Youth Hostels is not a member
of EUFED, it does support activities through a financial contribu
tion.
Cooperation with national youth hostel associations
At the international level, the Swiss Youth Hostels are considered
to be a leading organisation in terms of construction, operation
and management. In the year under review, there was once again a
very intensive exchange of know-how, including mutual visits with
the German Youth Hostel State Association of Bavaria and with
Stayokay Nederland. Moreover, we were very pleased to welcome
delegations from Australia, Belgium, Germany and England, and to
introduce these to our organisation and establishments.
Memberships
The Swiss Youth Hostels are a member of Hostelling International,
the World Youth Student & Educational Travel Confederation, Swit
zerland Tourism, Parahotellerie Schweiz, the Swiss Hotel Associa
tion, GastroSuisse, the Swiss Tourism Association, öbu (Network
for Sustainable Economic Activity), the Energy Agency for Industry
EnAW and proFonds (umbrella organisation for Swiss charitable
foundations).
38 / 39
Economic performance
In 2014, around 1.1 billion arrivals worldwide were counted for for
eign visitors, representing an increase of 4.7% on the previous year.
World tourism grew for the fifth consecutive year. The largest per
centage increases were achieved by America (+7%) and the Asia
Pacific region (+5%). Arrivals in Europe increased by 4%, whereby
growth was defined by strong demand for Northern and Southern
Europe.
Hotel overnight stays in Switzerland increased by 0.9 percent
to 35.93 million. For the first time, the threshold of 16 million has
been achieved for Swiss citizens – a most gratifying record result.
All in all, 2014 proved to be another good year for tourism, coming
after another successful year (profits up by 2.5%).
The Swiss Youth Hostels can look back over a strong 2014:
revenues increased year on year to CHF 47.37 million (+6.5%), the
average income per overnight stay was CHF 60.41 (+5.7%), while
earnings per bed came to CHF 8,442 (+2.0%). This positive devel
opment can be traced back to an expanded range of services, with
two new openings in Gstaad Saanenland (June 2014) and SaasFee (September 2014), additional revenues (ski passes, wellness
admissions in wellnessHostel4000) and additional sales of meals.
Key figures
1992 1)
1996 2)
2000 3)
Revenue
Operating revenue in million CHF
17.51
20.45
Bed revenue
2‚319
2‚560
Revenue per overnight stay
Occupancy rates (own hostels)
Result
Cash flow in million CHF 4)
Liquidity ratio III
2014
2004
2008
2012
2013
23.89
27.64
40.68
43.06
44.46
47.37
4‚709
6‚099
7‚843
8‚012
8‚276
8‚442
n/a
36.44
41.68
47.88
51.81
56.93
57.15
60.41
43.3%
38.2%
43.9%
44.8%
52.4%
48.3%
48.8%
48.9%
1.78
2.00
4.28
5.89
10.45
8.77
8.79
9.13
174%
133%
98%
136%
112%
143%
149%
149%
19%
1%
7%
34%
25%
41%
43%
42%
Return on equity in %
–
–
–
–
3.00%
0.25%
0.25%
0.25%
Return on equity in CHF
–
–
–
–
2‚327‚983
228‚511
239‚683
263‚099
81‚455
88‚470
125‚926
137‚990
161‚046
152‚138
151‚656
154‚269
Productivity (in CHF)
Productivity per employee
Total value creation
Value creation for employees
n/c 10‚782‚865 13‚096‚859 15‚161‚396 21‚194‚567 23‚957‚585 25‚238‚765 26‚572‚132
9‚140‚613 10‚324‚851 11‚643‚355 13‚187‚228 18‚112‚930 20‚873‚301 21‚938‚806 23‚199‚435
Value creation for public sector
n/c
1‚134‚541
1‚046‚925
1‚326‚257
2‚025‚707
2‚056‚011
2‚440‚707
2‚557‚093
Value creation in the organisation
n/c
–676‚527
406‚578
647‚911
1‚055‚930
1‚028‚273
859‚252
815‚605
1)
First fiscal year following the merger of 14 independent districts, 2) Start of reorganisation, 3 Start of implementation of strategic planning, 4) Before allocations and write-offs
n/c not collected, n/a not available
STRUCTURE
& CORPORATE
GOVERNANCE
40 / 41
We wish to communicate our aims
and convictions at all times and to
keep the general public up-to-date
about developments in our field of
activities. We wish to maintain close
personal relationships with the au
thorities, with both public and pri
vate institutions and with the media,
to stand up for improvements in the
most important basic conditions and
to support meaningful leisure activity
options.
STRUCTURE AND CORPORATE GOVERNANCE
Organisation chart
DELEGATE ASSEMBLY
Auditing body
EXECUTIVE BOARD
Finance committee
Legal committee
CEO SFST
Member of the Board of Management
Vice CEO
Marketing, Sales & Membership
CMO
Extended Board of Management
Promotion
SALES
Assistance to the CFO/
Junior Controller
HEAD OF DEPARTMENT
TECHNICAL/
DEVELOPMENT PROJECTS
MEMBER &
GUEST SERVICE
Sales
management
CFO
Member of the Board of Management
Finance & Administration
Operation
COO
Extended Board of Management
HEAD OF DEPARTMENT
OWN OPERATIONS
EAST/CENTRAL/WESTSOUTH/FOOD & BEVERAGE
Assistance to the
Public Relations
department
MARKETING
Assistance
to Board of Management/IQMS
CEO
Head of the Board
of Management
Project
coordination
barrier-free
FINANCE &
ACCOUNTING
Manager
Non-food
HUMAN
RESOURCES
Financial
accounting
Contract
administration
Accounts payable
Insurance
administration
NEW
TECHNOLOGY
Software & application
development/intranet
Graphics
Product
management
Vice Manager
Operational
maintenance
eMarketing
Group business
Employees
Hygiene
Accounts receivable
Wage
administration
Support/controlling/
training/reservations
system/E-commerce/
revenue & channel manager
Spare man
Kopas
Asset accounting
Social
counselling
Security/infrastructure/
coordination
Non-food
Statistics
Case management
1st level support
Reservation system
Pension fund
2nd level services/network/
Internet/hardware/server
Franchise
hostels
Quality
Labels
Quality assurance
Further training
Bodies of the association
Delegates
Term of office 2012–2015
Individual members (currently 95,042) choose 20–80 delegates for
four years. Their powers include modification of the statutes, ratifi
cation of the business report, approval of the actions of the bodies,
election of executive board members, president and statutory audi
tors, and nomination of honorary members.
Avesani Guerino, Pensioner, Melano | Bianchin Patricia, Com
mercial employee, Neuchâtel | Büschlen Ruth, Primary school
teacher, Bonstetten | Buschor Trudi, Teacher, Moosseedorf | Délèze
Emmanuel, Manager, Geneva | Dolanc Oswald Marusa, Psycholo
gist, Thun | Fuchs Edwin, Electrical engineer, Zollikon | Furger
Christine, Parish secretary, Arlesheim | Giacomazzi Fabio, Archi
tect, Manno | Gisler Alfred, Managing director, Lucerne | Granacher
Bernhard, Manager SYH, Kreuzlingen | Gruber Veronika, Commer
cial employee, Gelterkingen | Haag-Lochmann Helen, Housewife/
Gardener, Hirzel | Haug-Kern Esther, Registered nurse, Zurich |
Haug Tobias, Draughtsman, Zurich | Kasser Rosmarie, Secondary
school teacher, Küsnacht | Keller-Giovanon Helene, Cook/Farmer,
Ossingen | Lemberg Susanne, Designer, Zofingen | Lutz Béatrice,
Clergywoman, Birsfelden | Mathies Andreas, Commercial employ
ee, Ettingen | Meier Nicole, Tourism professional, Zurich | Meyer
Stefan, Secretary, Zuzwil | Mottier André, Pensioner, Ste-Croix |
Müller Karin, Movement therapist, Bonstetten | Paliaga Marco,
Pensioner, Chur | Palme Sabine, Manager SYH, Zug | Ramsperger
Rolf, Secondary school teacher/Principal, Neuhausen am Rhein |
Rettenmund Anne-Marie, Commercial employee, Langnau i.E. |
Sager Adrian, Vice manager SYH, Interlaken-Unterseen | Scherler
Jolanda, Nurse, Schmitten | Schmid Theres, Occupational thera
pist, Münsingen | Schoch-Sutter Carmen, Commercial employee,
Märstetten | Schwyter-Faist Yolanda, Housewife/Nurse, Zezikon
TG | Städler-Bischof Esther, Chief accountant, Wattwil | Steinmann
Rolf, Registrar, Cham | Strehler René, Architect, Zurich | Streuli
Cornelia, Steinhausen | Thut Tobias, Feldmeilen | Uhlemann Luzia,
Front office clerk, Untervaz | Vogel Manon, Lawyer, Hinwil | ZulligerSenn Annemarie, Home economics manager/Housewife, Volketswil
Executive Board
The Executive Board is the highest management body and is cho
sen by the assembly of delegates for a term of four years. The Board
defines the strategic orientation and reviews the operative imple
mentation.
– Abegg Thomas, Businessman, Wilen bei Wollerau (since 17.04.10)
– Denzler Corinne, CEO, Ascona (as at 13.03.2015)
– Egloff Markus, Manager, Zurich (since 08.03.2003)
– Furrer Daniel, Tourism professional, Lucerne (since 03.12.2004)
– Gendre Stéphane, Teacher, Geneva (until 31.12.2014)
– Hitz Ursula, Housewife, Stein am Rhein (since 12.06.1999)
– Jordan Amaury, Asset manager, Thalwil (since 29.01.2003)
–Kurmann Stephan, Management consultant, Hirzel (since
17.06.1995)
– Martin Pierre, Chief Justice, Zurich (since 16.03.1996)
– Müller Christoph, Lawyer, Fällanden (since 17.06.1995)
– Roffler Erwin, Businessman, Davos-Platz (since 14.03.2009)
42 / 43
Chairmanship
Kurmann Stephan, President | Hitz Ursula, Vice President
Management teams
Finance committee
Egloff Markus, President | Roffler Erwin
Avenches Edith & Mohamed Dhyaf | Baden Dennis Kaufmann &
Anja Gühlcke | Basel Tobias Wettstein & Sandra Neuhaus | Beinwil
am See Gilles Rusca & Aurélie Dafflon | Bellinzona Nicoletta Fed
erspiel | Bern Daniel Fahrni & Adrian Sager | Brienz Guido Weber |
Brugg Saba Krezdorn & Jara Guldimann | Château-d’Oex Thomas
Schetty & Anke Betschinger | Dachsen-Rhine Falls Francielly Gmür |
Davos Michael André Behling & Sylvia Spring | Delémont Peter &
Ute Kägi | Engelberg Petra & Fredy Liem | Fällanden Martin Käser |
Fiesch Pierre Lehmann | Figino Margarete Lenhardt | Fribourg
Sylvia Genueffa Plöger | Gersau Jürg & Manuela Haupt | Grindel
wald Esther Suter & Cornelia Streit | Gstaad Saanenland Thomas
Schetty & Anke Betschinger | Interlaken Ueli Zürcher | Interlaken
3a restaurant bar lounge Jasmin K. Beyeler | Klosters David Busch
& Myriam Niggl | Kreuzlingen Bernhard Granacher | Lausanne Uros
Vuckovic | Le Bémont Andrea Duffort | Leissigen Osvaldo de Armas
& Yeganeh Shafai | Locarno Rosemarie Weyer & Carmen Gambetta |
Lugano Lotti & Roland Majek | Luzern Basil Schmid & Martina Flück |
Mariastein-Rotberg Thomas Krämer & Sandra Streuli | Montreux
Walter & Christine Pfister | Pontresina Martin & Sabine Künzli |
Rapperswil-Jona Peter & Brigitte Keller | Richterswil Daniel
Walser | Romanshorn Isabelle & Adrian Koch | Saas-Fee Chantal
Anthamatten | Schaan-Vaduz Ute Möller | Schaffhausen Sirko
Meinhardt | Scuol Daniel Hiederer & Stefanie Daub | Seelisberg Daniela Truttmann-Burckhardt | Sils i.D. Erika Salzgeber |
Sion Laurent Perret | Solothurn Annina Toledo & Anna Haseloff |
St. Gallen Milena Jung | St. Moritz Roland Fischer & Ruth Danzeisen |
Sta. Maria Rosmarie Tinner | Stein am Rhein Daniel & Susanna
Meier | Valbella Nicolas Witschi | Zermatt Christian Keel & Barbara
Stirnimann | Zofingen Michael Müller | Zug Sabine Palme & Karsten
Peix | Zurich Christian Meixner & Claude Braun
Legal committee
Martin Pierre | Müller Christoph
Management
The management runs the operative business and is responsible
for implementing the business aspects. The management is grant
ed all of the powers that are not expressly assigned to another body
by law, statutes or regulations issued by the executive board.
– Gmür Fredi, CEO SYH (since 01.04.1996)
– Dobler René, CEO SFST (since 01.05.1999)
– Bunte Janine, CFO SYH/SFST (since 10.10.2010)
Extended board of management
The extended board of management ensures the mutual exchange
of information, the promotion of integration of departmental objec
tives and the coordination of cross-divisional responsibilities be
tween the areas of management, operations, marketing, sales and
membership, as well as operational decision-making between the
Executive Board and the CFO/COO/CMO.
– Kerstholt Oliver, CMO SYH (since 01.10.2012)
– Levy René, COO SYH (since 01.08.2014)
Employee committee
The employee committee represents the interests of all employees
to the management and the executive board.
– Raimann Angela, Application support executive,
Zurich office (President)
– Meier Daniel, Manager, Stein am Rhein Youth Hostel
– Wettstein Tobias, Manager, Basel Youth Hostel
– Zürcher Ueli, Manager, Interlaken Youth Hostel
Auditing body
Bommer + Partner Treuhandgesellschaft, Bern
Honorary members
– Kern Jack, Zurich
– Lüdi Heinz, Effretikon
– Wälle Robert, Lucerne
As at April 2015
Employees, administrative office
As at April 2015
Anderrühi Laura Trainee Marketing & Guest Service | Bassi Manuel
Graphic Designer Marketing | Brügger Robin Responsible for eMar
keting | Bruhin Eveline Finance & Accounting | Buffoni Aldo Head
of Projects SFST | Bunte Janine CFO SYH/SFST | Burnier Melanie
Finance & Accounting | Dobler René CEO SFST | Efe Kübra Trainee
in Administration | Etter Reynaldo Ressortleiter New Technology |
Fricke Marco Head of Finance & Accounting | Friedrich Esther Hu
man Resources | Gmür Fredi CEO SYH | Grossenbacher Yvonne Fi
nance & Accounting | Häfeli Hans-Urs Head of Projects & Support
SFST | Hafner Andrea New Technology | Hausammann-Landolt
Andrea Project Coordinator Barrier-free | Hedinger-Schwyn Sandra
Assistent to CEO | Hierholzer Brigitte Finance & Accounting | Hooge
boom Jorn Postal service, Property maintenance | Höneisen Maya
Editor MyHostelNews | Hungerbühler Alexia Department Head Mar
keting | Imboden-Bellwald Ariana Sales | Kerstholt Oliver CMO SYH |
Kirtskhalia Tatia Sales | Lang Andrea Non-food & Quality | Lehmann
Lisette Human Resources | Levy René COO SYH | Lips Barbara Guest
& Member Service | Lopez Diego Tournant | Lutz Walter Department
Head Project & Technology | Mastrobuoni Lea Department Head
Guest & Member Service | Münger Laura Assistent to CEO | Nicotera
Ralph Resp. Construction/Maintenance/Projects SFST | NosdeoCarchidi Maria Finance & Accounting | Oliveira Luisa Trainee in Ad
ministration | Pancic Natalie Trainee in Marketing & Guest Service |
Peterhans Michael Head Operations Central | Raimann Angela New
Technology | Rogantini Luca Assistent CFO | Rüdisüli Anja Guest &
Member Service | Salzmann Patricia Sales | Scheidegger Flurina
Vice Division Manager Guest & Member Service | Schelbert Florian
Head Operations West-South | Schempp Kurt Division Manager
Projects & Development | Schibler Petra Resp. Construction/Main
tenance/Projects SFST | Schober Martin Head Infrastructure &
Security New Technology | Solèr Justine Chantal Marketing | Spörri
Matthias Resp. Construction/Maintenance/Projects SFST | Steiner
Mike New Technology | Sturm-Kühne Sandra Guest & Member Ser
vice | Wettstein Thalia Assistant PR and Assistant to CMO | Widmer
Gianna Guest & Member Service | Zbinden Sylvia Guest & Member
Service | Zollinger Markus Department Head Human Resources
Benefactors
Private individuals
Sylvia Beck, Wettingen | René Bergamin, Lenzerheide/Lai | Hans
peter Berger, Höri | Lotti and Willy Bircher, Affoltern am Albis ZH |
Dr. med. Jürg Brunner, Flawil | Dr. Peter Facklam, Basel | Richard
Furter-Strickler, Zug | Hans Beat Gamper, Zurich | Erich GassmannKüffer, Langnau am Albis | Regula and Eduard Geiger, Küsnacht ZH |
Max Gerber-Kweton, Seon | Peter Gertsch-Saxer, Grindelwald | Ti
tus Giger, Murg | Hans Handschin, Basel | Peter Hanimann, Bolti
gen | Maurus Heinz, Davos Dorf | Dirk Herrgesell, Feutersoey | Paul
Herrmann, Thun | Beatrice and Thomas Leisibach, Pfungen | Irene
and Domenic Lingenhag, St. Moritz | Martin Luginbuhl, Islisberg |
Martin Meier, Winterthur | Dr. med. Jean Luc Meyer, Wattwil | Anton
Muff, Emmenbrücke | Max A. Mundwiler-Blapp, Zunzgen | Karliso
Neff, Rickenbach | Ursula and Urs Pfister-Suter, Seon | Eric J. Rathe,
Russikon | Halina and Hans-Jürg Roth-Zamek, Weiningen ZH | Käthi
Rupli, Winterthur | Johann and Rosmarie Schildknecht, Würenlos |
Martin Schmidt, Zimmerwald | Markus Senn, Schlieren | Andreas
Staehli, Aesch BL | Dr. Conrad Martin Ulrich, Davos Dorf | Konrad
Ulrich-Fischer, Glattfelden | Werner Wegmann, Boppelsen | Heidi
and Karl Weiss-Baumann, Dietikon
Companies
Abitare M. Hürlimann AG, Chur | Adank Davos AG, Davos Dorf |
Andrea Michel GmbH, Klosters | Bäckerei Müller AG, Solothurn |
Brauerei Schützengarten AG, St. Gallen | Bruno Fischer Früchte-
und Gemüsehandel, Schaffhausen | CONCORDIA Schweizerische
Kranken- und Unfallversicherung, Luzern | Dierig AG, Wil SG | Dr.
Peter Stein Advokat, Basel | Elektrohuus von Allmen AG, Gstaad |
Flück Haustechnik AG, Brienz BE | Graub Office AG, Zurich | Gut Bau
AG, Horw | Hans Sulser Steuerberatung, Zurich | Hartchrom AG,
Steinach | Heinz Seiler AG, Bönigen bei Interlaken | Helmut Gmeiner
Anstalt, Schaan | Hotel Albris AG, Pontresina | HTI Schreinerei AG,
Interlaken | HW-Regale AG, Rümlang | Innorat GmbH, Unterkulm |
Jäggi Vollmer GmbH, Basel | Köhler & Co. AG , Schaffhausen | Lenz AG,
Richterswil | Malloth Holzbau AG, St. Moritz | Max + Martin Strasser
Ofenbau + Plattenbeläge, Stein am Rhein | Mensch Rolladen
AG, Aesch BL | Miele AG, Spreitenbach | Prolux Licht AG, Schlieren |
Prowema GmbH, Pfäffikon ZH | Rugenbräu AG, Interlaken | Similor
AG, Laufen | Solarspar, Sissach | somm ag fleisch + comestibles,
Kreuzlingen | Sommer Sabatini GmbH, Luzern | Thymos AG, Lenzburg | Uffer Holz AG, Savognin | Venzi + Paganini AG, Samedan |
Verkehrsladen im Bahnhof SBB - Agentur Ulrich F. Pfister, Tecknau |
Walter Gabler's Söhne AG, St. Gallen | Zahner Fischhandel AG, Gom
miswald | Zumkehr AG, Interlaken
Municipalities
Brugg AG | Erlenbach ZH | Gerzensee BE | Horgen ZH | Illnau-Effre
tikon ZH | Küsnacht ZH | Oberrieden ZH | Riehen BS | Schafisheim
AG | Zurich ZH
Corporate governance
In their reporting, the Swiss Youth Hostels adhere to the standards
of the Swiss Code of Best Practice.
The following elements characterise our corporate govern
ance: good relationships with our members, effective cooperation
between the organisation’s management and executive board, and a
compensation system for employees and managers that is successoriented and modern.
The accounting by the Swiss Youth Hostels complies with the
Swiss GAAP FER professional recommendations and gives a true and
fair view of assets, liabilities, financial position and profit or loss. The
2014 annual financial statement was prepared in accordance with
the Swiss GAAP FER 21 professional recommendations for charita
ble, social non-profit organisations.
The members of the executive board provide their services
free of charge as a general principle on the basis of the corporate
44 / 45
governance guidelines for non-profit organisations in Switzerland
and the Swiss NPO code. Any resulting actual expenses are reim
bursed. For their voluntary activities, the members of the execu
tive board receive 42 accommodation coupons every year that al
low free use of the youth hostels. If particularly time-consuming
tasks or projects are assigned to one or several members of the
executive board, compensation can be paid taking into account
the non-profit nature of the organisation and following the appli
cable guidelines provided in the Swiss NPO code. Services may not
be compensated until the personal volunteer efforts exceed 150
hours per calendar year.
By way of compensation, delegates receive 21 accommodation
vouchers every year that allow free use of the youth hostels along
with reimbursement of their actual expenses for participation in the
delegate assemblies. They do not receive any cash payments.
Risk management
In cooperation with the management, the executive board has car
ried out a risk analysis at the organisational level. A risk inventory
was prepared that covers all of the business areas/relationships
and assesses the relevant risks, defines actions for minimising or
covering each risk, specifies responsibilities and verifies the ef
fectiveness of the control mechanisms. At the operative level, risk
analyses were prepared by the managers and departmental su
pervisors using the same specifications, and were reviewed by the
organisation’s management.
Legal compliance
Punished legal violations
1)
19921)
19962)
20003)
2004
2008
2012
2013
2014
n/a
0
0
0
0
0
0
0
First fiscal year following the merger of 14 independent districts, 2) Start of reorganisation, 3) Start of implementation of strategic planning, n/a not available
FINANCIAL
REPORTING
46 / 47
In spite of our idealistic aims, we
aim for commercial activities that
maximise our commercial viability
and thereby ensure the continued ex
istence of our enterprise. We strive
therefore to generate sufficient rev
enue, to maintain adequate liquidity,
to build reserves and to foster a
sound capital structure. For major
investments such as new construction
and renovation projects, however,
we are reliant upon financial support
from the public sector.
FINANCIAL REPORTING
Balance sheet
As at 31 December
Notes in annex
Assets
Current assets
Liquid assets
2014
in CHF
in %
2013
in CHF
in %
9,968,431.83
70.1
8,558,664.89
63.4
6.4
1.2
–0.6
6.9
625,101.22
1,181,653.30
–53,137.00
1,753,617.52
4.6
8.8
–0.4
13.0
Accounts receivable from third parties
Accounts receivable from related parties
Del credere
Accounts receivable trade
1
906,159.94
164,349.95
–88,513.00
981,996.89
Other accounts receivable
2
375,960.42
2.6
177,712.87
1.3
3
405,621.27
152,357.75
–111,599.00
446,380.02
2.9
1.1
–0.8
3.1
395,141.89
143,527.27
–107,734.00
430,935.16
2.9
1.1
–0.8
3.2
Merchandise in stock
Inventories heating material
Value adjustment inventories
Inventories
Active deferred charges
259,234.55
1.8
341,561.56
2.5
12,032,003.71
84.6
11,262,492.00
83.4
4
98,183.75
1,141,412.22
1,239,595.97
155,325.73
155,325.73
0.7
8.0
8.7
1.1
1.1
103,090.15
1,067,434.66
1,170,524.81
181,213.35
181,213.35
0.8
7.9
8.7
1.3
1.3
5
2.00
200.00
202.00
0.0
0.0
0.0
2.00
200.00
202.00
0.0
0.0
0.0
1,395,123.70
9.8
1,351,940.16
10.0
58,140.00
740,000.00
798,140.00
0.4
5.2
5.6
87,210.00
800,000.00
887,210.00
0.6
5.9
6.6
Current assets
Fixed assets
Vehicles
Equipment
Mobile tangible assets
Renovations
Immobile tangible assets
Holdings
Share certificates
Financial assets
4
Free assets
Loan «Valbella» to related party
Loan «Davos» to related party
Earmarked loans to related parties
6
Earmarked assets
Fixed assets
Assets
Liabilities
Outside capital
Accounts payable to third parties
Accounts payable to related parties
Accounts payable trade
Prepayments from guests
Miscellaneous short-term liabilities
Other liabilities
Deferrals, membership subscriptions
Other transitory deferrals
Deferrals
7
8
9
Short-term outside capital
Assurance of guarantee risks
Provisions
Long-term outside capital
10
798,140.00
5.6
887,210.00
6.6
2,193,263.70
15.4
2,239,150.16
16.6
14,225,267.41
100.0
13,501,642.16
100.0
2,415,342.73
0.00
2,415,342.73
17.0
0.0
17.0
1,988,880.02
1,945.30
1,990,825.32
14.7
0.0
14.7
3,019,977.26
386,333.02
3,406,310.28
21.2
2.7
23.9
2,889,350.44
444,514.01
3,333,864.45
21.4
3.3
24.7
825,788.76
1,402,318.12
2,228,106.88
5.8
9.9
15.7
1,081,792.29
1,140,582.44
2,222,374.73
8.0
8.4
16.5
8,049,759.89
56.6
7,547,064.50
55.9
214,500.00
1.5
214,500.00
1.6
214,500.00
1.5
214,500.00
1.6
214,500.00
1.5
214,500.00
1.6
Outside capital
8,264,259.89
58.1
7,761,564.50
57.5
Capital as at 1 January 2003
Acquired free capital
1,465,631.02
4,495,376.50
10.3
31.6
1,465,631.02
4,274,446.64
10.9
31.7
Free funds
Liabilities
0.00
0.0
0.00
0.0
5,961,007.52
41.9
5,740,077.66
42.5
14,225,267.41
100.0
13,501,642.16
100.0
FINANCIAL REPORTING
Statement of accounts
From 1 January to 31 December
Notes in annex
Operating revenue
Restaurant revenue
Merchandise revenue
Restaurant and merchandise revenue
Lodging revenue
Other service revenue
Service and lodging revenue
Annual membership subscriptions
Single-day membership subscriptions
Membership subscriptions
Benefactor contributions
Earmarked contributions
Free contributions
Benefactor contributions
Franchise fees
Administrative contribution, related parties
Miscellaneous operating revenue
Other operating revenue
Allowances
Commissions, credit cards and Reka
Reservation commissions
Losses from receivables
Decrease in earnings
11
12
13
14
Operating revenue
Operating expenses
Restaurant expenses
Merchandise expenses
Material expenses
Third-party services
Expenses for materials, merchandise & third-party services
Wages
Social benefits
Other personnel expenses
Work performed, third-party
Personnel expenses
Rental and leasing expenses, third-party
Rental and leasing expenses, related party
Other facility expenses
Maintenance of buildings and installations
Employee contributions, lodging
Facility expenses
Maintenance, repairs, replacements and leasing
Vehicle and transport expenses
Property insurance and taxes
Energy and disposal expenses
Administrative expenses
Advertising expenses
Miscellaneous operating expenses
Other operating expenses
Depreciation
Operating expenses
48 / 49
2014
in CHF
in %
2013
in CHF
in %
16,016,831.21
2,084,771.18
18,101,602.39
26,239,643.89
998,166.37
27,237,810.26
1,914,246.28
1,049,259.95
2,963,506.23
35,007.80
139,597.23
5,000.00
179,605.03
154,734.03
90,000.00
67,728.15
312,462.18
–966,573.59
–260,220.77
–7,848.13
–193,722.55
–1,428,365.04
33.8
4.4
38.2
55.4
2.1
57.5
4.0
2.2
6.3
0.1
0.3
0.0
0.4
0.3
0.2
0.1
0.7
–2.0
–0.5
–0.0
–0.4
–3.0
14,865,529.14
1,704,192.29
16,569,721.43
24,378,793.37
885,816.43
25,264,609.80
2,015,763.16
989,706.10
3,005,469.26
34,577.80
156,736.75
0.00
191,314.55
158,388.05
90,000.00
35,325.90
283,713.95
–604,332.86
–230,535.38
–4,534.54
–18,909.89
–858,312.67
33.4
3.8
37.3
54.8
2.0
56.8
4.5
2.2
6.8
0.1
0.4
0.0
0.4
0.4
0.2
0.1
0.6
−1.4
−0.5
−0.0
−0.0
−1.9
47,366,621.05
100.0
44,456,516.32
100.0
–4,442,522.45
–9.4 –4,274,232.12
–9.6
–1,871,557.05
–4.0 –1,676,364.70
–3.8
–700,151.36
–1.5
–727,235.00
–1.6
–1,277,156.02
–2.7 –1,053,910.76
–2.4
15 –8,291,386.88 –17.5
–7,731,742.58 –17.4
–19,078,393.30 –40.3 –17,885,449.25 –40.2
–3,047,876.71
–6.4 –2,849,542.23
–6.4
–706,743.90
–1.5
–614,327.89
–1.4
–366,421.40
–0.8
–589,487.00
–1.3
16 –23,199,435.31 –49.0 –21,938,806.37 –49.3
–587,988.14
–1.2
–551,161.66
–1.2
–7,905,632.24 –16.7
–7,504,754.86 –16.9
–60,290.90
–0.1
–61,796.95
–0.1
–652,886.40
–1.4
–642,287.75
–1.4
593,900.95
1.3
575,665.75
1.3
17 –8,612,896.73 –18.2 –8,184,335.47 –18.4
–831,351.38
–1.8
–712,379.82
–1.6
–189,880.39
–0.4
–163,553.48
–0.4
–524,069.30
–1.1
–488,312.48
–1.1
–2,102,517.09
–4.4 –1,859,084.52
–4.2
–1,334,593.46
–2.8 –1,309,976.49
–2.9
–1,399,584.68
–3.0
–1,182,825.82
–2.7
–40,340.29
–0.1
–93,607.10
–0.2
–6,422,336.59 –13.6 –5,809,739.71 –13.1
4
–594,674.68
–1.3
–600,992.27
–1.4
18 –47,120,730.19 –99.5 –44,265,616.40 –99.6
Operating result
245,890.86
0.5
190,899.92
0.4
Result due to disposal of tangible assets
Financial expenses
Financial revenue
Financial result
–7,624.20
–93,999.86
76,663.06
–17,336.80
0.0
–0.2
0.2
0.0
0.00
–41,792.38
109,152.33
67,359.95
0.0
−0.1
0.2
0.2
Annual results before allocation of organisational capital
Allocation to acquired free capital
Annual result
220,929.86
0.5
258,259.87
0.6
–220,929.86
–0.5
−258,259.87
−0.6
0.00
0.0
0.00
0.0
FINANCIAL REPORTING
Cash flow statement
2014
in CHF
2013
in CHF
Allocation to acquired free capital
220,929.86
258,259.87
Depreciation
594,674.68
600,992.27
3,865.00
–16,902.00
29,070.00
29,070.00
From 1 January to 31 December
Allowances for inventories
Allowances, earmarked loans to related parties
Increase/decrease in accounts receivable trade
Increase/decrease in other receivables
Increase/decrease in inventories
Increase/decrease in prepaid expenses
Increase/decrease in accounts payable trade
Increase/decrease in other liabilities
Increase/decrease in deferrals
Cash flow from operating activities
Investments in tangible assets
771,620.63
–109,180.31
–198,247.55
249,901.25
–19,309.86
84,506.85
82,327.01
86,993.62
424,517.41
–299,977.65
72,445.83
279,236.77
5,732.15
–12,763.87
1,987,625.16
1,150,136.80
-710,297.22
–507,731.01
Disposals of tangible assets
72,439.00
0.00
Disposals of earmarked loans to related parties
60,000.00
60,000.00
Cash flow from investment activities
–577,858.22
–447,731.01
Change in liquid assets
1,409,766.94
702,405.79
Balance of liquid assets as at 1 January
Balance of liquid assets as at 31 December
8,558,664.89
9,968,431.83
7,856,259.10
8,558,664.89
Change in liquid assets
1,409,766.94
702,405.79
Statement of variation in capital
Opening
balance
in CHF
Allocation
in CHF
Internal fund
transfers
in CHF
Use
in CHF
Capital as at 1 January 2003
1,465,631.02
Acquired free capital
4,274,446.64
Free funds
Annual result
Closing
balance
in CHF
0.00
0.00
0.00
1,465,631.02
0.00
220,929.86
0.00
4,495,376.50
0.00
0.00
0.00
0.00
0.00
0.00
220,929.86
–220,929.86
0.00
0.00
5,740,077.66
220,929.86
0.00
0.00
5,961,007.52
Funds from equity financing
FINANCIAL REPORTING
Annex to the annual financial
statement
50 / 51
General information
The accounting by the Swiss Youth Hostels complies with the Swiss GAAP FER professional recommendations and gives a true and fair
view of assets, liabilities, financial position and profit or loss.
The 2014 annual financial statement was prepared in accordance with the Swiss GAAP FER 21 professional recommendations for chari
table, social non-profit organisations.
Related parties
The Swiss Foundation for Social Tourism, the Foundation for Youth Hostels in Switzerland and Hostelling International Marketing GmbH
are deemed to be related parties. All substantial transactions are disclosed in the annex to the annual financial statement.
A consolidated financial statement for the Swiss Youth Hostels, the Swiss Foundation for Social Tourism and the Foundation for Youth
Hostels in Switzerland has been compiled for 2014. Hostelling International Marketing GmbH has not been included in the consolida
tion as it was founded solely to provide services to the national youth hostel associations. From 15 June 2015, the consolidated financial
statement will be available from the following address:
Swiss Youth Hostels, Management, Schaffhauserstrasse 14, P.O. Box, 8042 Zurich
Phone +41 (0)4 360 14 31, E-mail: geschaeftsleitung@youthhostel.ch
No contractual relations of any sort exist with members of the Executive Board of the Swiss Youth Hostels, the trustees of the Swiss Foun
dation for Social Tourism, the trustees of the Foundation for Youth Hostels in Switzerland and Hostelling International Marketing GmbH.
Valuation methods
Liquid assets
Liquid assets include cash on hand and postal cheque and bank account balances, all at their nominal values. Foreign currency balances
are converted using the end-of-year conversion rate set by the Swiss Federal Tax Administration.
Receivables
Receivables for services provided to third parties are considered after discounting of necessary allowances for del credere risk.
Inventories
Inventories are valued at cost prices or lower market prices. The goods risk is taken into account with an allowance of 20% of the respec
tive year-end balance.
Tangible assets
Valuation occurs at procurement costs minus any applicable business depreciation. Depreciation is calculated on a straight-line basis
with the following useful life:
Machines and equipment 8 years
Furniture
8 years
Small items
3 years
IT
3 years
Vehicles
5 years
Renovations
10 years
Explanatory notes on the balance sheet
1. Accounts receivable trade
In the del credere accounting, receivables that were older than 60 days on the balance sheet date were value-adjusted in full while the
remaining receivables were adjusted at a flat rate of 5%.
Accounts receivable from related parties predominantly comprise receivables from the Swiss Foundation for Social Tourism and from
Hostelling International Marketing GmbH.
2. Other accounts receivable
Other accounts receivable include CHF 83,775 of advance payments to suppliers. Suppliers’ invoices concerning the reporting period of
the following year were paid during current year.
3. Inventories
Risks associated with the storage of goods were valued in the amount of 20% of the goods inventory and at the end of the year were de
ferred in full as an allowance.
FINANCIAL REPORTING
4. Tangible assets
Book value
as at 01.01.
Acquisitions
Disposals
Vehicles
103,090.15
106,740.75
72,439.00
39,208.15
98,183.75
IT
225,338.48
286,397.45
0.00
230,606.00
281,129.93
Machines/equipment
374,255.61
158,776.07
0.00
104,856.86
428,174.82
Furniture
396,154.84
46,072.25
0.00
105,908.00
336,319.09
71,685.73
112,310.70
0.00
88,208.05
95,788.38
1,170,524.81
710,297.22
72,439.00
568,787.06
1,239,595.97
Renovations
181,213.35
0.00
0.00
25,887.62
155,325.73
Immobile tangible assets
181,213.35
0.00
0.00
25,887.62
155,325.73
In CHF
Small items
Mobile tangible assets
Depreciation
Book value
as at 31.12.
5. Financial assets
Hostelling International Marketing GmbH was founded in September 2006 and is headquartered in Zurich. The Dutch hostel association
Stichting Stayokay and the Swiss Youth Hostels each hold a 50% share of the company. The nominal capital totals CHF 20,000, of which
the Swiss Youth Hostels have a share of CHF 10,000. This share is valued at CHF 1 and is included in the holdings of related parties.
Hostelling International Marketing GmbH is an organisation that is barred from full consolidation as it was founded exclusively for the
purpose of providing services to the national youth hostel associations.
6. Earmarked loans to related parties
In 2007, a loan earmarked for Valbella Youth Hostel was made to the Swiss Foundation for Social Tourism. It is amortised yearly by
CHF 29,070.
In 2008, a loan earmarked for the purchase of Davos Youth Hostel was made to the Swiss Foundation for Social Tourism. Regular interest
is paid on this loan and it is amortised at annual instalments of CHF 60,000.
7. Accounts payable trade
The accounts payable trade predominantly comprise accounts payable to third parties.
8. Miscellaneous short-term liabilities
Miscellaneous short-term liabilities are predominantly made up of liabilities to social security institutions, cantonal tax administrations
(withholding taxes) as well as prepaid services in the form of gift certificates.
9. Deferrals
The deferrals of membership subscriptions for the following year come into being owing to the rolling membership year.
10. Provisions
In CHF
Value as at
01.01.
Acquisitions
Disposals
Value as at
31.12.
Sureties
214,500.00
0.00
0.00
214,500.00
Provisions
214,500.00
0.00
0.00
214,500.00
The safeguarding of guarantee risks exists to safeguard contractual relationships.
FINANCIAL REPORTING
52 / 53
Explanatory notes on the statement of accounts
11. Service and lodging revenue
400,047 guests were accommodated in our establishments in 2014, corresponding to 784,132 overnight stays.
12. Membership subscriptions
The number of members as at 31 December 2014 (cut-off date) was 95,042.
13. Benefactor contributions
Earmarked contributions include CHF 139,597 of voluntary CO2 compensation from the overnight guests of Swiss Youth Hostels. Half of
the contributions are transferred to the myclimate Foundation for financing climate protection projects worldwide and half to the Swiss
Foundation for Social Tourism for climate projects of the Swiss Youth Hostels.
14. Decrease in earnings
The losses from accounts receivable include the increase to CHF 35,376 of del credere risk and CHF 102,895 in losses from cancellations.
15. Expenses for materials, merchandise and third-party services
Expenses on third-party services predominantly comprise intermediary fees and reservation expenses for online platforms and channel
management, as well as for external laundering and administration of the member database.
16. Personnel expenses
In 2014, 307 full-time workloads were distributed across 503 permanent positions and 76 temporary staff.
17. Facility expenses
The rental and leasing expenses to related parties include the rent payments to the Swiss Foundation for Social Tourism (SFST). A variable
rent payment amounting to 0.25% of SFST equity capital invested (CHF 263,099) was factored into the calculations for 2014.
FINANCIAL REPORTING
Further information
18. Expenses on the provision of services in accordance with Swiss GAAP FER 21
2014
in CHF
2013
in CHF
Operating expenses
Expenses on materials, merchandise and third-party services
Personnel expenses
–8,291,386.88
–7,731,742.58
–20,198,091.21
–19,196,684.09
Facility expenses
–8,205,988.18
–7,775,443.07
Other operating expenses
–5,233,996.54
–4,788,098.34
–392,007.26
–421,810.15
–42,321,470.07
–39,913,778.23
Depreciation
Total operating expenses
Administrative expenses
Personnel expenses, administration
–3,001,344.10
–2,742,122.28
Other administrative expenses
–1,595,248.60
–1,430,533.77
–202,667.42
–179,182.12
Total administrative expenses
–4,799,260.12
–4,351,838.17
Total
–47,120,730.19
–44,265,616.40
10.1%
9.8%
2014
in CHF
675,000
2013
in CHF
675,000
1,060,750
1,091,650
17,491,000
16,807,000
2014
in CHF
2013
in CHF
Credit balance
Credit balance
Depreciation
Administrative expenses as % of operating revenue
Fire insurance values of the tangible assets
Head office furnishings
IT, office systems technology, communication technology
The other tangible assets are co-insured within the context of a joint policy
with the Swiss Foundation for Social Tourism
Accounts payable to pension institutions
Occupational pension fund
Compensation to members of the Executive Board
In 2014, compensation of fees and reimbursement of expenses in the amount of CHF 68,938 was paid to members of the Executive Board.
Of this sum, the Chairman received CHF 66,005.
Fundraising expenses
Fundraising expenses came to CHF 6,959 in 2014.
Risk assessment
The Executive Board and management have instituted internal precautions in order to ensure conformity of the organisation’s annual
accounts with the applicable financial reporting requirements and to ensure proper reporting. These precautions concern modern ac
counting systems and procedures as well as the preparation of the annual accounts. During the past fiscal year, the Executive Board
and management did not identify any risks that could lead to a lasting or substantial impairment of the organisation’s assets, liabilities,
financial position, and profit or loss.
54 / 55
OUTLOOK &
PRIORITIES
FOR 2015
56 / 57
We wish to consciously promote
innovative thought and action at all
levels within our organisation, since
future opportunities in our fastmoving world can only be seized
through new ideas. We support
practice-oriented, critical research
into tourism and view this as an
important vehicle for the provision of
information that will allow us to for
mulate an integrated and forwardlooking policy for the association.
OUTLOOK & PRIORITIES FOR 2015
Economic outlook
The decision of the Swiss National Bank to no longer maintain a
minimum exchange rate against the euro opens up a whole new
market situation. This represents a major challenge for the future
of Swiss tourism and thus also for our organisation.
From the present point of view, it is difficult to assess what
this will mean for us. What is certain is that we have become even
more expensive than our competitors abroad, and holidays in Swit
zerland have become an absolute luxury for our foreign guests.
Around 60% of overnight stays are from domestic guests. Although
holidays in Switzerland have not become more expensive for us,
there is a great danger that as a consequence of the depreciation
of the euro, many citizens of Switzerland will spend their holidays
abroad in the future.
It is more important than ever before that we pursue a co
ordinated and concerted approach with the various industry as
sociations. Our actions must focus to a greater extent on flexibil
ity, service availability, high quality and standards, and strict cost
management. A speedy response to changing circumstances and
rolling planning – with continual adaptation to the new market
conditions – are more important than ever.
Ongoing development
Bern Youth Hostel project
The project competition was conducted in 2013 after contractual
bases had been signed and following extensive preliminary inves
tigations. The solution «Eifach so, gäu Pesche» by Aebi & Vincent
Bern finally emerged as winner. Here, the jury was particularly im
pressed by the sensitive integration in the surrounding context.
In year under review, the winning project was intensively
developed so that the building permit process can be introduced
in early 2015. When renovation work is completed, the Bern Youth
Hostel will have 184 beds and will fit seamlessly in the TOP cat
egory in the Swiss Youth Hostels network. The smaller room units
in Bern, with two to six beds as well as wet cells in some rooms, will
ensure high quality, simple comfort. Start of construction is antici
pated for 2016; the opening for 2018.
«Public Burgdorf Castle» project
The «Public Burgdorf Castle» project emerged as the winner in
the call for proposals from the City of Burgdorf for the redevelop
ment of the local castle. The project is aimed at the preservation
and the opening to the public of the medieval castle complex. The
year-round use of the castle grounds is hoped to create a new fo
cal point for regional planning. This Burgdorf landmark can now do
justice to its important place in the history of Switzerland and the
Canton of Bern.
The preservation and revitalisation of the castle grounds is
predominantly based on a conversion into a youth hostel. There will
also be a catering establishment and museums. The mode of use is
aimed at maintaining and respecting the existing architectural and
spiritual heritage of the castle grounds. In the course of the year
under review, intensive efforts were undertaken to secure financ
ing for the project.
Various projects
A range of project ideas at various sites will be further developed.
Target table 2015
58 / 59
For our range of services
Field of action
Our aims
Key performance indicator
quality improvement
Ensure defined standards regarding quality, safety and
the environment
Switzerland Tourism
and HI-Q
quality seals
ibex fairstay label EU
Ecolabel
Recertification
At least one visit per opening month by departmental
management
At least one quality audit per hostel/season
All hostels in Switzerland are recertified Level 1 by
Switzerland Tourism and HI-Q; key hostels and
offices are recertified Level 2
Recertifications should be planned early and introduced
according to schedule. On recertification, establishments
should achieve at least the same number of points
Gstaad Saanenland and Saas-Fee youth hostels are
certified
Detailed planning for 2016; general planning for 2017
Recertification
Certification
Planning
Hostels in general
Create detailed planning for 2016 and general planning
for 2017
Safeguard hostel handovers/takeovers
Handovers/takeovers of hostels to take place according
to check list and documented in writing
Increase safety on playgrounds
Regular inspection by hostel managers
Age group-specific range of offers for games
Implementation in pilot establishments
Operational
maintenance
Zero tolerance for defective articles and dirt/graffiti
Regular monitoring and compliance to the concept of
«operational maintenance»
Andermatt
New youth hostel, 3a restaurant bar lounge
Principle decision on feasibility
Bern
Total renovation of youth hostel
Building permit has been granted
Geneva
Self-managed youth hostel
Barrier-free youth
hostels
Expansion of services for people with impairments
Evaluation of replacement locations/replacement
establishments
Increase available barrier-free beds to 35%
Accessibility on the homepage
Certification of the «Access for All» homepage
Expansion of services for people with impairments
Extension of range of offers
Organisation of awareness courses for employees
Integration of range of services in youth hostels
Evaluation of further locations
Development of sales concept (target and interest groups,
distribution channels, support measures) to company
and establishment level for winter/summer operation and
membership
Sales concept created and in implementation
Structured sales throughout the year
Target group-oriented bundling of offers at regular prices
Intensification of cooperation with HI and national
associations
Annual plan
Sales at regular prices
Off-/online sales of full SYH range of services via
distribution channels of national associations and
www.hihostels.com
Focus on Switzerland, Germany and future markets of
China, India and Brazil
Focus on defined target markets
Develop close cooperation with regional partners/service
providers at locations of top youth hostels
Active cultivation of contacts and utilisation of synergies;
strengthening of YH presence and increase in brokerage
volume
New SYH website and mobile website
Conception and realisation are completed
Routine new entries
80,000 newsletters ordered
3a restaurant bar
lounge
Marketing & Sales
E-marketing
For our guests and members
Field of action
Our aims
quality improvement
Ensuring and maintaining the defined quality, safety
and environmental standards in the areas of reception,
information, housekeeping, cuisine, hygiene, administra
tion, treasury, reservation management and standard
maintenance
Quality assurance through purchasing from contractual
suppliers
Recipe database including calculations
Optimisation of buffet presentation
Consistent implementation and updating of the hygiene
concept
Implementation of hygiene training
At least one hostel visit by the division management per
open month; at least one quality audit per hostel/season
Food & Beverage
Hygiene
Encasing
Non-food
Uniform tableware and cutlery
Guest feedback
Integration with external guest review systems
Satisfaction
Overnight stays
Membership base
Membership revenue
in CHF
Evaluation of guest reviews and implementation of
findings
Complaints to be resolved within 48 hrs in consultation
with department heads/management.
Maintain guest satisfaction at a high level
Maintain overnight stays, taking into account operational
and construction-related changes
Maintain membership number
Increase membership revenue
100% purchasing from defined suppliers
Preparation, training, application
Minimum standards are defined and implemented
No objections during monitoring
All professional employees are to receive intensive train
ing; at least one hygiene training per season at establish
ment level
Evaluation of pilot establishments Gstaad Saanen and
Saas-Fee; for positive findings, implementation in all
hostels
Definition of a SYH line: New/replacement purchasing
according to definition
Design, evaluation and integration completed; ongoing
development of monitoring incl. comparisons with previ
ous year
Daily evaluation; pass on subsequent measures at the
appropriate level
Reaction time 48 hrs; direct superiors are 100%
integrated into complaints management
Satisfaction level of at least 80%
850,000 overnight stays at the company level
At least 100,000 members
At least CHF 3,000,000 (year and day memberships;
minimise free memberships)
60 / 61
For our employees
Field of action
Our aims
Introduction
Work and family
Every employee is introduced at the appropriate level
Create and maintain a working environment that
enables employees to satisfactorily combine work and
family
Pay wages that are customary for the sector and that
should not fall below the L-GAV definition
Carry out target agreement, performance appraisal and
individual development plan with each employee
Introduction programme at the appropriate level
Flexibility in the workload without negative impact on
the working quality/climate
Manage active advanced training at the appropriate level
Attendance of at least two basic/advanced training
course (internal or external)
Reduction by 10% in days lost due to accidents or illness
Wage system
Target agreements,
qualifications, devel
opment plan
Basic and advanced
training
Occupational safety
Monitoring of holidays
and days off
Social counselling
Retirement planning
Persons performing
civil service
Satisfaction
Fluctuation rate
Employee/employer
relationship
Ensure the defined level of work safety and undertake
active promotion of health
SYH Safety Officer
Checking of holidays and days off for every employee,
monitored by the direct supervisor
Making all employees aware of the services and contact
partners in the external social counselling centre
The financial position of the retirement pension founda
tion secures the pensions of employees
Utilisation planning for persons performing civil service in
accordance with the criteria in the specifications
Sensible utilisation through systematic planning of the 20
civil service year-long positions
Maintain a positive working environment at all levels
through active influence.
Provision of active support for staff and influencing the
work climate in positive manner
Actively promote constructive cooperation between Em
ployee Committee and management/board
L-GAV; comparative figures for the sector
Target agreement, performance appraisal, development
plan for every employee
Integration into organisational structure
Consistent documentation
Appropriate use of the MOVIS social counselling centre
Coverage ratio of over 104%
Requirement specification
Quota utilisation
Satisfaction level of at least 90% at company level
Maximum fluctuation of 10% at company level
Quarterly consultations
For our relationship to the environment
Field of action
Our aims
Quality assurance
and quality
improvement
Work approach,
procurement
Space heating,
CO2 loading
Electricity
consumption
Water consumption
Safeguard the defined environmental standards
Ecological aspects will be given consideration in daily
work and in procurement of contracts
Reduction of CO2 loading compared with the year 2000
At least one hostel visit by division management per
operating month; at least one quality audit per
establishment/season
Work and procurement proceeds according to ecological
principles
At least 45%
Limiting of energy consumption per overnight stay
Maximum 5 kWh
Limit water consumption per overnight stay
Active sale of CO2 compensation
Maximum 135 l
55% of guests compensate
Environmentally sound purchasing
Defined standards are met
Review and develop waste and disposal concept
Bundling of suppliers
Concept is reviewed and findings are implemented
Take delivery of as many products as possible from the
same supplier
PurEco products (or equivalent) are required products
Revision completed
Product selection
CO2 compensation
Products and
materials
Waste and disposal
Non-food
Hygiene
Mobility
Product design
Communications
Use of ecological products in cleaning activities
Further development of mobility concept
Environmental aspects are incorporated into product
design
Environmental commitment on the part of SYH is an
integral aspect of communication measures
Reporting
For our commercial viability
Field of action
Our aims
Market development
Systematic customer care of regular guests
Create a concept for regular guests, introduce initial
measures
Increase FITs by 5% and group/schools by 15%
National commitment
International
cooperation
Memberships
Contract administra
tion, partnerships
Budgeting
Pricing
Costs/benefits
management at
Zurich office
Operating revenue
in CHF
Bed revenue in CHF
Revenue per overnight
stay in CHF
Margin calculation
Bed occupancy
Cash flow
Result
Profit margin II
Liquidity ratio III
Return on equity
Incoming turnover
in CHF
E-commerce turnover
in CHF
Cross-selling revenue
in CHF
Productivity per
employee in CHF
IQMS
IT infrastructure
IT operating systems
Arrears management
Risk management
Increase euro region and Switzerland share (FITs, groups
and schools)
Unlock markets in China, India and Brazil
Active cooperation with Parahotellerie Switzerland, Swiss
Hotel Association, working groups and advisory boards
Fulfil leadership function
Promote bilateral cooperation with national associations
Certification as NPO
Monitoring of all ongoing contracts and partnerships/col
laborations
Preparation of a three-year budget
Active revenue and channel management
Every interaction reviewed for effectiveness and
efficiency (cost and personnel resources), corrective
measures initiated
Increase revenue
Increase guest share by 50%
Maintain function of role model in the area of
sustainability; exploit synergies
Active participation in international strengthening of the
Hostelling International network
Active cooperation with national associations
Certification commenced
Up to date contract management and complete
centralisation
Budgeting 2016–2018
Revenue optimisation
Management costs below 10%
CHF 52 million
Bed income at 2014 budget level
Revenue per overnight stay at 2014 budget level
CHF 9,271 per bed
CHF 61.18 per overnight stay
Maintain minimal margins for food, beverages, kiosk nonfood and ticket sales
Increase occupancy rates
Adapt investment activities to business performance
Optimise results
Counting as minimal margins are:Food 72%, drinks 55%,
kiosk non-food 25%, ticket sales 15%
55% bed occupancy at company level
40% of cash flow covers all investments
5% of operating revenue at company level before return
on equity
In keeping with profit margin II, all youth hostels must at
least cover their own costs
Liquidity ratio of at least 149%
Organisational capital at least 42%
1%
CHF 700,000
Cost-covering leadership of youth hostels on basis of
profit margin II
Maintain liquidity ratio III at 2014 level
Maintain organisational capital at 2014 level
Return on equity of the SFST
Group inquiries from abroad are handled by Sales
All group requests (also CH groups) to a youth hostel that
cannot be accepted due to lack of space will be forwarded
to Sales
Bookings via E-commerce
Actively promote booking opportunities for partners in
every youth hostel
Promote cross-selling through regional cooperations
Flexible personnel planning, adapted to business
performance
Ongoing review and optimisation of administrative
processes
Ensure availability
Update operating systems and Office applications to
current versions
Central arrears management
Continuously review risks according to IQMS
specifications, adapt to new circumstances and take
appropriate measures
CHF 12 million, of which CHF 6 million via
www.youthhostel.ch
CHF 450,000 (CHF 150,000 youth hostels,
CHF 300,000 administrative office )
Cooperation partners
Productivity at company level CHF 160,000; at
establishment level CHF 173,000
All administrative processes by IQMS are reviewed,
optimised and documented
100% availability on 365 days
Migration completed to Windows 7/8 and Office 2013
Centralisation completed
Review and definition of measures; risk minimisation
62 / 63
© SYH/05.2015
Swiss Youth
Hostels. Schaffhauserstrasse 14, 8042 Zurich.
Phone +41 (0)44 360 14 14. www.youthhostel.ch,
www.facebook.com/youthhostel.ch

Business Report 2014

Transcription

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